Corpus ID: 59025529

A Flexible Organizational Structure as a way of Knowledge Management in SMEs.

  title={A Flexible Organizational Structure as a way of Knowledge Management in SMEs.},
  author={Tyulkova Natalya},
Proceedings of the International Conference on Intellectual Capital, Knowledge Management & Organizational Learning 

Figures and Tables from this paper

Techniques for the identification of organizational knowledge management requirements
This is the first study about formal requirement identification of knowledge management initiatives in the organizational context, providing the optimal configuration and serving as a management tool for knowledge engineers. Expand
Where are the higher education institutions from knowledge protection: a systematic review
Purpose Knowledge protection (KP) is one of the main knowledge management (KM) processes that aim to protect the organization’s knowledge from any inside and outside force leakage. In higherExpand
Critical success factors of knowledge management in higher education institutions : a comparative study between Western Sydney University in Australia and King Fahd Security College in Saudi Arabia
.................................................................................................................. xvii Chapter 1: IntroductionExpand


Aspects of innovation theory based on knowledge-management
The objective of this paper is to develop some rudiments of innovation theory based upon organizational vision and knowledge management, i.e. facilitating the development-integration and applicationExpand
Organizational Innovation: A Meta-Analysis Of Effects Of Determinants and Moderators
A meta-analysis of the relationships between organizational innovation and 13 of its potential determinants resulted in statistically significant associations for specialization, functional differe...
An Analysis of Collaborative Group Structure Technological Facilitation from a Knowledge Management Perspective
A range of collaborative group structures are analysed from the perspective of knowledge management enabling technologies. A framework is developed demonstrating the application and role of specificExpand
A question of balance: Case studies in strategic knowledge management
There is one challenge that all businesses face in the unpredictable world of knowledge-based competition. That challenge is to balance organisational creativity and flexibility with the disciplinesExpand
The Adoption and Diffusion of New Industrial Products: A Literature Review
I. INTRODUCTION This study attempts to extend and expand previous research conducted by the Department of Marketing at Strathclyde on the adoption and diffusion of industrial products.
A model of knowledge management and the N‐form corporation
A model of knowledge management is developed that builds on the interplay between articulated and tacit knowledge at four different levels: the individual, the small group, the organization, and the interorganizational domain and the alternative N-form is characterized and suggested as more appropriate. Expand
How organizational climate and structure affect knowledge management - The social interaction perspective
Empirical evidences support the process-oriented view and indicate that social interaction plays the mediating role between organizational climate, organizational structure, and knowledge management. Expand
A Model of Marketing Knowledge use within Firms
The process of knowledge utilization within firms has come to be viewed as an increasingly important area for research in light of its implications for organizational effectiveness. However, ourExpand
The knowledge economy: emerging organizational forms, missing microfoundations, and key considerations for managing human capital
In this paper we outline an increasingly predominant, “communal,” perspective of the emerging knowledge economy and explore its emphasis on various nonmarket mechanisms of production. Although theExpand
Knowledge processes: from managing people to managing processes
There are indications that in organizations where a higher number of CAS characteristics existed, employees were better able to provide immediate solutions to the dynamic requirements. Expand