Proceedings of the 12th European Conference on Knowledge ...

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Tendayi Gondo and Edmore Kori demonstrated an element <strong>of</strong> specialization <strong>of</strong> functions were performing relatively better on <strong>the</strong> three major threads <strong>of</strong> <strong>the</strong> KM development process. Such specialization was also found to be consistently related to <strong>the</strong> size <strong>of</strong> <strong>the</strong> SMS. Larger SMEs rated well on our generated KMS scale than smaller ones. These findings compare well with those by Haan et al (2007), who observed that larger SMEs were more likely to adopt IT resources to manage <strong>the</strong>ir logistics. In our analysis one major limiting factor for most SMEs is <strong>the</strong> fact that specialization <strong>of</strong> functions in most SMEs is not too deep (Mentzer et al 2001). Several o<strong>the</strong>r limiting factors were also discerned, including <strong>the</strong> limited role <strong>of</strong> computer technology, lack <strong>of</strong> credible leadership, absence <strong>of</strong> a business strategy and <strong>the</strong> relative lack <strong>of</strong> government assistance. Government assistance has always played an instrumental role in SME development in Ethiopia, through training and o<strong>the</strong>r Business Development Servises (BDS) – including technical advise and <strong>the</strong> much needed financial assistance. Such assistance was however found to be limited to a few SME who had been exposed to TVET training programmes. Gondo and Dafuleya (2010) have however shown that such government extension services are always restricted in <strong>the</strong>ir coverage. The role <strong>of</strong> IT as both an enabler and facilitator <strong>of</strong> <strong>the</strong> change process (Attaran 2004; Hung 2006; Trkman et al 2007; Groznik et al 2008) has not been harnessed. Several o<strong>the</strong>r studies have underscored <strong>the</strong> important role played by IT more specifically at <strong>the</strong> business activity / process level (Melville et al 2004; Ray et al 2007). Despite significant investments in computer technologies, a considerable number <strong>of</strong> enterprises have not been able to derive full benefits due to <strong>the</strong>ir inability to effectively deploy IT in <strong>the</strong>ir business strategies (Karim et al 2007). The likelihood <strong>of</strong> innovation in SME operations have also been severe hampered by lack <strong>of</strong> benchmarking. Benchmarking usually result in <strong>the</strong> adoption <strong>of</strong> best practices (Reijers and Mansar, 2005). Organizational learning <strong>the</strong>refore becomes critical in any enterprise that seeks to be a knowledge driven enterprise. Our analysis also reveals that some benchmarking tendencies in some SMEs are retrogressive in that <strong>the</strong>y do not encourage effective learning. Many more SMEs seemingly compare <strong>the</strong>ir operations with o<strong>the</strong>r similar and <strong>of</strong>ten struggling SMEs. We did not find any evidence <strong>of</strong> vertical benchmarking. Given a host <strong>of</strong> <strong>the</strong>se and o<strong>the</strong>r limiting factors, it is not surprising to find out that many more seemingly adopt an ad hoc or haphazard approach to KM. Such ad hoc approaches to KM are characterized by good performance in some KM attributes and non performance in o<strong>the</strong>rs. Such performance and / non performance is usually not consistent over time as some KM practices are not performed regularly. Consequently it seems that <strong>the</strong>re is considerable distance to be travelled to arrive at a universal appreciation <strong>of</strong> <strong>the</strong> need to incorporate knowledge portals in SME operations <strong>of</strong> Ethiopia. Acknowledgements The author would like to thank <strong>the</strong> institutional support rendered by <strong>the</strong> Ethiopian Civil Service College under its World Bank / UNDP funded Urban Management Masters Programme (UMMP) and <strong>the</strong> Department <strong>of</strong> Urban and Regional Planning at <strong>the</strong> University <strong>of</strong> Venda in South Africa. The views expressed here are however <strong>the</strong> sole responsibility <strong>of</strong> <strong>the</strong> authors and not <strong>of</strong> <strong>the</strong> supporting institutions. References Allee, V. (2001) Knowledge management. Available WWW: http://www.veraallee.com/knowledge mgmt.html. Bassi, L. (1997) Harnessing <strong>the</strong> power <strong>of</strong> intellectual capital. Training & Development, 51(12), 25–30. Beckman, T. J. (1999) The current state <strong>of</strong> knowledge management. In: J. Liebowitz (Ed.), Knowledge management handbook (pp. 1-1–1-22). Florida: CRC Press. Bridge, J. and Peel, M. (1999) Research note: a study <strong>of</strong> computer usage and strategic planning in <strong>the</strong> SME sector. International Small Business Journal 17, 82–87. Caligiuri, P. (2006) Global leadership development. Human Resource Management Review, 16: 219–228. Caligiuri, P. and Tarique, I. (2009) Predicting effectiveness in global leadership activities. Journal <strong>of</strong> World Business 44 (2009) 336–346 Gunn, A., Sutcliffe, G. and Walker, D. (1999) Knowledge acquisition for natural resources management, Computer and Electronics in Agriculture 23 (1999) 71–82. ILO (2003) Women Entrepreneurs in Tanzanian: Going for Growth. Preliminary report. Geneva: ILO,IFP/SEED WEDGE. Pietersma, D., Lacroix, R., Lefebvre, D. and Wade,K.M. (2003) Induction and evaluation <strong>of</strong> decision trees for lactation curve analysis, Computers and Electronics in Agriculture 38 (2003) 19–32. Yanga, J. and Wan, C. (2004) Advancing organizational effectiveness and knowledge management implementation. Tourism Management 25 (2004) 593–601 Nonaka, I. (1991) The knowledge creating company. Harvard Business Review, 69(6), 96–104. 330
Tendayi Gondo and Edmore Kori Nonaka, I. and Konno, N. (1998) The concept <strong>of</strong> ‘‘Ba’’: Building a foundation for knowledge creation. California Management Review, 40(3), 40–54. Nonaka, I. and Takeuchi, H. (1995) The knowledge-creating company: How Japanese companies create <strong>the</strong> dynamics <strong>of</strong> innovation. New York: Oxford University Press. McMahon, R. (2001) Deriving an empirical development taxonomy for manufacturing SMEs using data from Australia’s business longitudinal survey. Small Business Economics: 17, 127. Miah, S.J., Kerr, D., Gammack, J. and Cowan, T. (2008) A generic design environment for <strong>the</strong> rural industry knowledge acquisition. Knowledge-Based Systems 21 (2008) 892–899 Mendenhall, M. (2006) The elusive, yet critical challenge <strong>of</strong> developing global leaders. <strong>European</strong> Management Journal, 24: 422–429. MWUD. (2006) Industry and Urban Development Package. Federal Democratic Republic <strong>of</strong> Ethiopia, Addis Ababa. Parlby, D. (1998) Knowledge management-research report. London: KPMG Management Consulting. Reijers, H. A. and van der Aalst, W. M. P. (2005) The effectiveness <strong>of</strong> workflow management systems: Predictions and lessons learned. International Journal <strong>of</strong> Information Management, 25(5), 458–472. Stevenson, L and A. St-Onge. (2005) Support for Growth –Oriented Women Entrepreneurs in Ethiopia, International Labor <strong>of</strong>fice, Geneva. Storey, D. (1994) Understanding <strong>the</strong> Small Business Sector.Routledge, London. Zewde and Associates, (2002) Job, Gender and Small Enterprise in Africa Preliminary Report: Women Enterprise Development in Ethiopia. ILO, Addis Ababa Ethiopia. 331
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Proceedings <stron
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Contents Title Author(s) Picture <s
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Title Author(s) Picture of<
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Volume Two The Influence of
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The Symbolic Innovation of<
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Biographies of <st
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Jan Pawlowski works as Prof
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in academia. He holds the</
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Biomedical Engineering Research Cen
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Mathematics and Ph
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Thi Hai Hang Nguyen is a lecturer a
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Dan Savescu graduate TCM Faculty, p
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Teaches Business Computing and Stat
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Abdallah Al-Shawabkeh, Alexander K<
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Table 1: Inn-KM approach contents 2
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Knowledge Dynamics and Organisation
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Eckhard Ammann We distinguish three
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Eckhard Ammann quality dimension ar
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Eckhard Ammann The second cycle, Cy
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Figure 7: Supervised learning-by-do
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Identifying and Ranking the
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Manouchehr Ansari et al users <stro
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2.5 leadership and strategy Manouch
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Manouchehr Ansari et al conducted s
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Serious Games in the</stron
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Albena Antonova and Anandasivakumar
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Albena Antonova and Aniko Csepregi
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Seyed Esmaeil Asgharpour and Gholam
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Attitude of Senior
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4.5 Comparative Advantage Seyed Esm
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Contextual Adaptive Visualization E
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Xiaoyan Bai, David White and David
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Simona-Clara Bârsan, Mihaela-Georg
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2.4 Rights transfer Simona-Clara B
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A Framework for the</strong
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Leila Beig et al Additionally, Wei
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Leila Beig et al The proposed KM au
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Leila Beig et al source context Ele
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Leila Beig et al Figure 1: Learning
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Leila Beig et al Figure 3 visually
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Leila Beig et al based on collectiv
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Experiential Knowledge Creation Pro
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Didiosky Benítez et al Figure 1: E
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Didiosky Benítez et al meanings ac
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Didiosky Benítez et al In previous
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Pavel Bogolyubov Figure 1: number <
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4. Results and discussion Pavel Bog
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Pavel Bogolyubov Knowledge Manageme
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Pavel Bogolyubov Table 3: Countries
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Pavel Bogolyubov McNamee, R. C., N.
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Ettore Bolisani, Francesca Gambarot
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Table 2: Synthesis
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Ettore Bolisani, Marco Paiola and E
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Strategies for Increasing Knowledge
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Constantin Bratianu, Adriana Agapie
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Klaus Bredl, Amrei Groß and Jane F
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Camelia Burja and Vasile Burja Appr
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∀ , i ≥ 0 v u i where: ui repre
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Camelia Burja and Vasile Burja Tabl
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Camelia Burja and Vasile Burja info
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Camelia Burja and Vasile Burja Jack
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Adriana Schiopoiu Burlea With respe
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Adriana Schiopoiu Burlea 3. ESF rol
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Adriana Schiopoiu Burlea In <strong
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3.2 Discussions Adriana Schiopoiu B
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Adriana Schiopoiu Burlea Nonaka, I.
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Simon Cadez and Vlado Dimovski with
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Simon Cadez and Vlado Dimovski scho
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Simon Cadez and Vlado Dimovski It i
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Why Should I Share my new ideas? Cu
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Francesco Calza, Rossella Canestrin
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José Manuel Cardenas and Mauro Spi
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Vincenzo Cavaliere and Daria Sarti
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National Knowledge Management Strat
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Behiye Çavuşoğlu and Mustafa Sag
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Implementing a work-life balance cu
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Juan-Gabriel Cegarra-Navarro, Mª E
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The Influence of R
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Huei-Fang Chen and Yi-Wen Lin outco
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3.2.4 Knowledge-sharing Huei-Fang C
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Huei-Fang Chen and Yi-Wen Lin that
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Huei-Fang Chen and Yi-Wen Lin Hair,
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2.1.2 Social capital Marguerite Cro
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Marguerite Cronk 2.3 Social capital
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Marguerite Cronk Figure 4: The rela
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An Exploratory Study of</st
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Françoise de Viron, Thomas Lederer
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4.1.2 The researchers Françoise de
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The Application of
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Nasser Easa and Robin Fincham 3. Th
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Nasser Easa and Robin Fincham knowl
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Network Management as a way to Mana
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Eva Eckenhofer An
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Eva Eckenhofer par
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Initiation Configuration Interessem
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Eva Eckenhofer Eve
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The Essence of Kno
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Emmanuel Innocents Edoun and Valden
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4. Case study and analysis Emmanuel
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2. The PUS-project Anandasivakumar
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Anandasivakumar Ekambaram and Agnar
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Jamal El-Den and Xin Zhou This rese
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Jamal El-Den and Xin Zhou 5. After
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Jamal El-Den and Xin Zhou includes
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Jamal El-Den and Xin Zhou Boyce, C.
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Tiit Elenurm development visions. C
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Tiit Elenurm companies the<
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Oscar Guerra and Janeth Rojas Accor
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Oscar Guerra and Janeth Rojas Figur
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Why does knowledge transfer process
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3.7 Monitoring and control Oscar Gu
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Understanding Personal Knowledge De
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Markus Haag and Yanqing Duan In ord
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Markus Haag and Yanqing Duan 4.2 In
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Chaordic Knowledge Management - Shi
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Frank Habermann, Jörg Fehlinger an
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Intellectual Capital in Universitie
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Table 3: Opinions about Human Capit
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Meliha Handzic and Kursad Ozlen How
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Developing a Knowledge Strategy Usi
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Harold Harlow knowledge to create c
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3.1 TKI Regression results Harold H
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Understanding the
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3.1 Acquire Ciara Heavin and Freder
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Table 3: Distribution of</s
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Ciara Heavin and Frederic Adam Trav
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Ciara Heavin and Frederic Adam Tabl
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Ciara Heavin and Frederic Adam prov
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Key Knowledge Sharing Points: Explo
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Tore Hoel and Jan Pawlowski identif
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Tore Hoel and Jan Pawlowski The arc
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4.2.1 Discussion - Case 2 Tore Hoel
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Using Web 2.0 Technologies to Suppo
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Marta Infante Abreu, Florian Mat<st
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Pamela Chidiogo Izunwanne 2. Knowle
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Pamela Chidiogo Izunwanne use <stro
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Pamela Chidiogo Izunwanne 5.3 Organ
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Pamela Chidiogo Izunwanne Davenport
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Thomas Janke room for communication
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Thomas Janke 4. Reference implement
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Thomas Janke The rule states that w
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Thomas Janke Softw
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Towards a Detailed View on
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Vincent de Jong and Remko Helms Fig
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Vincent de Jong and Remko Helms mak
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Claudia Jooß et al Regarding <stro
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Expert Knowledge: Does it Help or H
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Selvi Kannan are people who have ex
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Selvi Kannan American Task Force, R
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Integration of Kno
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Eva-Maria Kern et al identification
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Knowledge Management Across <strong
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5. Conclusions Aino Kianto, Tatiana
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Facilitating Knowledge Sharing in V
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Andrea Kő, Péter Fehér and Krisz
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Esther Lage et al
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Monique Lortie and Lise Desmarais e
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Anca Mândruleanu teams, networks a
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Modelling Knowledge Sharing Into a
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2 masseurs ; Virginia Maracine et a
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Virginia Maracine et al mapping <st
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Objective 1 - Mapping of</s
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From Knowledge Acquisition to Knowl
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Peter Marshall and Damian Gordon el
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Peter Marshall and Damian Gordon kn
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Peter Marshall and Damian Gordon Ma
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