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

Facilitating Knowledge Sharing in Virtual Networks
Andrea Kő, Péter Fehér and Krisztián Varga
Corvinus University <strong>of</strong> Budapest, 1093 Budapest, Fővám tér 8
ko@informatika.uni-corvinus.hu
pfeher@informatika.uni-corvinus.hu,
kvarga@informatika.uni-corvinus.hu
Abstract: The exploitation <strong>of</strong> knowledge networks’ intellectual capital is one <strong>of</strong> <strong>the</strong> key factors <strong>of</strong> <strong>the</strong>
competitiveness in SMEs, which is strongly connected to <strong>the</strong> application <strong>of</strong> ICT. Our team aimed to deal with <strong>the</strong>
innovation activities <strong>of</strong> SMEs, through <strong>the</strong> analyses <strong>of</strong> <strong>the</strong>ir knowledge management related activities from ICT
perspectives. We pay special attention to <strong>the</strong> ICT-based analyses <strong>of</strong> knowledge transfer, sharing and knowledge
codification fields. The empirical evidence was collected from five EU countries (Italy, Spain, Greece, Hungary
and Slovakia), that were analysed through an online questionnaire, and selected companies were explored
through case study methodology.
Keywords: knowledge sharing, virtual networks, associations, e-business, collaboration
1. Introduction
The exploitation <strong>of</strong> knowledge networks’ intellectual capital is one <strong>of</strong> <strong>the</strong> key factors <strong>of</strong> <strong>the</strong>
competitiveness in SMEs, which is strongly connected to <strong>the</strong> application <strong>of</strong> ICT. In <strong>the</strong> globalised and
highly competitive market SMEs can build advantage on strong collaboration and knowledge sharing
with both <strong>the</strong>ir suppliers and customers that enables stabile market presence not only for a single
SME but even for <strong>the</strong> whole network. ICT solutions are vital to establish this network <strong>of</strong> organisations
with supporting communication and collaboration tools. Our team aimed to deal with <strong>the</strong> innovation
activities <strong>of</strong> SMEs, through <strong>the</strong> analyses <strong>of</strong> <strong>the</strong>ir knowledge management related activities from ICT
perspectives. We conducted several <strong>European</strong> and national projects in <strong>the</strong> field <strong>of</strong> ICT and knowledge
management as well; amongst o<strong>the</strong>r we are active in FP7 projects.
The research objective is <strong>the</strong> investigation <strong>the</strong> role <strong>of</strong> ICT in knowledge networks. The following
questions, problems will be analysed:
what are <strong>the</strong> key ICT solutions applied in knowledge networks
how can ICT solutions help <strong>the</strong> elimination <strong>of</strong> <strong>the</strong> barriers <strong>of</strong> knowledge networks formulation
how can ICT support building, operation and improvement <strong>of</strong> knowledge networks.
We pay special attention to <strong>the</strong> ICT-based analyses <strong>of</strong> knowledge transfer, sharing and knowledge
codification fields. Beyond <strong>the</strong> investigation <strong>of</strong> current situation we plan to figure out best practices in
ICT application. The empirical evidence is collected at Hungarian SMEs; through e-surveys. Data will
be processed by statistical analyses and data mining.
1.1 Knowledge networks
Collaboration becomes more and more important in business practice. Companies can work toge<strong>the</strong>r
in several forms and ways, but all <strong>of</strong> <strong>the</strong>m have <strong>the</strong> same benefits like sharing operational risks,
assigning task based on <strong>the</strong> competences <strong>of</strong> <strong>the</strong> participants, faster innovation, and usage <strong>of</strong> <strong>the</strong>
separately owned knowledge elements in order to achieve <strong>the</strong> common goals. Alliances can be
streng<strong>the</strong>n in <strong>the</strong>ir own markets, and can act more effectively against <strong>the</strong>ir competitors with <strong>the</strong> help <strong>of</strong>
<strong>the</strong>ir alliesThree main types <strong>of</strong> strategic alliances can be seen in Figure 1, which evaluates <strong>the</strong>se
types based on <strong>the</strong> risks, <strong>the</strong> intensity <strong>of</strong> cooperation, <strong>the</strong> control, and <strong>the</strong> periodicity.
Buyer-seller Alliance Merger, acquisition
Risk One time Low High
Cooperation One time Reversible Irreversible
Control None Low High
Periodicity One time Limited Permanently
Figure 1: Types <strong>of</strong> strategic alliances (Fehér, 2010)
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