Cegarro-Navarro, Juan Gabriel and Dewhurst, Frank W. and Eldridge, Stephen (2010) Linking chief knowledge officers with customer capital through knowledge management practices in SMEs. International Journal of Human Resource Management, 21 (3). pp. 389-404.Full text not available from this repository.
Tangible results are the most powerful weapon Chief Knowledge Officers (CKOs) have for persuading their companies to adopt the knowledge management agenda. Today, in small medium enterprises (SMEs), CKOs can take a more strategic perspective, scanning the enterprise to discover how they might improve customer relations as well as promote knowledge management practices. The goal of this research is to explore the links between: the extent to which a SME possess a CKO; its knowledge management practices; and the strength of its customer capital. The research model and hypothesized relationships are empirically tested using the structural equation modelling (SEM) approach, validated by factor analysis of 164 SMEs in the Spanish construction industry. The main conclusion from our empirical study is that the responsibilities associated with the management of knowledge fall into three general categories: context in time; learning from demand; and open-mindedness.
|Journal or Publication Title:||International Journal of Human Resource Management|
|Uncontrolled Keywords:||context in time ; knowledge management practices ; learning from demand ; open-mindedness ; SMEs|
|Subjects:||H Social Sciences > HB Economic Theory|
|Departments:||Lancaster University Management School > Management Development Division (MDD)|
|Deposited On:||12 Oct 2012 14:36|
|Last Modified:||08 Jul 2014 11:48|
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