The Electronic Journal of Knowledge Management publishes original articles on topics relevant to studying, implementing, measuring and managing knowledge management and intellectual capital.

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Journal Issue
Volume 16 Issue 2, The Management of IC and Knowledge “in action” / Sep 2018  pp73‑154

Editor: Dr Maria Serena Chiucchi, Dr Susanne Durst

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The Process of Creating Value With Intellectual Capital Practice as An Intangible Asset in Communities of Practice in The SME: An Empirical Case Study  pp73‑83

Bjarne Christensen

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Identifying Layers of Intellectual Capital by Analyzing Unique Contexts  pp84‑98

Darin Freeburg

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Constructing Accountability for Intellectual Capital in Accountability Settings: Coupling Of Spaces And Logics  pp99‑112

Victoria Konovalenko Slettli, Anatoli Bourmistrov, Kjell Grønhaug

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International Lessons in Knowledge Management: A Study of Western & Eastern Manufacturing SMEs  pp113‑130

Chayaruk Thanee Tikakul, Avril Thomson

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Abstract

In today’s competitive business market, Small and Medium Enterprises (SMEs) are seeking to adopt supporting tools in order to survive. Many large organizations have been successfully implementing Knowledge Management with productivity and efficiency gains cited. SME’s on the other hand are less familiar with this practice with fewer published studies of Knowledge Management focusing on SMEs. Studies which draw global comparisons of Knowledge Management practices in SME’s are particularly rare. The aim of this study is to identify and investigate similarities and differences in Knowledge Management practice between SMEs in UK and Thailand within the manufacturing sector. The objective being to better understand and facilitate the transfer of good practice and lessons between the two countries. Questionnaires investigating Knowledge Management practice have been developed and distributed to SMEs in the Manufacturing Sector across the UK and Thailand. This paper reports on the responses of a total of 384 questionnaires from 36 manufacturing companies from the UK and Thailand. The study covers a range of manufacturing sectors including food and beverage, automotive and aerospace industries etc. Findings are reported from each of the two countries followed by a comparative statistical analysis of the similarities and differences. The results show a significant difference between the numbers of manufacturing SME’s that have implemented a formal knowledge management approach. With significantly more Thai organisations reporting the adoption of formal knowledge management approaches. Similarities exist in the encouragement given to employees for knowledge management activities. Significant difference exists in the barriers that the UK and Thai organisations face in capturing knowledge. The results have the potential to gain improvements and competitive advantage through understanding how knowledge management is influenced by geographic and cultural differences and the transfer of lessons and good practice between Thailand and the UK. 

 

Keywords: Knowledge Management, Small and Medium Enterprises (SMEs), Manufacturing, UK, Thailand

 

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The Tacit Knowledge Capacity of Lecturers: A Cross‑Country Comparison  pp131‑142

Tugberk Kaya, Burak Erkut

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Intellectual Capital and BI‑tools in Private Healthcare Value Creation  pp143‑154

Milla Ratia

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