Knowledge management in SMEs: the case of Icelandic firms

Ingi Rúnar Eðvarðsson

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Knowledge Management and Sharing Innovation and Knowledge Management Management and Organizational Practices

Abstract

This paper presents findings from a survey on knowledge management (KM) in small- and medium-sized firms (SMEs) in Iceland. It analyses the extent, strategy and effects of KM. The results indicate that more managers in SMEs need to consider the strengths and weaknesses of KM, and implement a formal KM strategy. Only 24% of Icelandic firms have a KM programme in place, and most of them have invested in simple information and communication technology technologies. The most common way of sharing tacit knowledge in Icelandic firms is encouraging face-to-face communication. The survey indicates that the benefits of KM programmes are quite positive even in SMEs. Accordingly, the research findings indicate that KM could improve organisational and managerial as well as financial aspects of SMEs. This research was carried out in only one country, and is based on a questionnaire. Its results should therefore be interpreted with care.

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References

1999What's your strategy for managing knowledge?1983Organization Theory and Design 2005Knowledge Management 2001Toward a Theory of Knowledge Reuse: Types of Knowledge Reuse Situations and Factors in Reuse Success 2001SME and large organisation perceptions of knowledge management: comparisons and contrasts 2000Knowledge management in small and medium‐sized companies: knowledge management for entrepreneurs 2003SMEs, co-opetition and knowledge sharing: the role of information systems 2001Knowledge Management:

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