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Linking chief knowledge officers with customer capital through knowledge management practices in SMEs

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Linking chief knowledge officers with customer capital through knowledge management practices in SMEs. / Cegarro-Navarro, Juan Gabriel; Dewhurst, Frank W.; Eldridge, Stephen.
In: The International Journal of Human Resource Management, Vol. 21, No. 3, 2010, p. 389-404.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Cegarro-Navarro, JG, Dewhurst, FW & Eldridge, S 2010, 'Linking chief knowledge officers with customer capital through knowledge management practices in SMEs', The International Journal of Human Resource Management, vol. 21, no. 3, pp. 389-404. https://doi.org/10.1080/09585190903546946

APA

Cegarro-Navarro, J. G., Dewhurst, F. W., & Eldridge, S. (2010). Linking chief knowledge officers with customer capital through knowledge management practices in SMEs. The International Journal of Human Resource Management, 21(3), 389-404. https://doi.org/10.1080/09585190903546946

Vancouver

Cegarro-Navarro JG, Dewhurst FW, Eldridge S. Linking chief knowledge officers with customer capital through knowledge management practices in SMEs. The International Journal of Human Resource Management. 2010;21(3):389-404. doi: 10.1080/09585190903546946

Author

Cegarro-Navarro, Juan Gabriel ; Dewhurst, Frank W. ; Eldridge, Stephen. / Linking chief knowledge officers with customer capital through knowledge management practices in SMEs. In: The International Journal of Human Resource Management. 2010 ; Vol. 21, No. 3. pp. 389-404.

Bibtex

@article{ae4d490a7088447993c17327a58f1d71,
title = "Linking chief knowledge officers with customer capital through knowledge management practices in SMEs",
abstract = "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.",
keywords = "context in time, knowledge management practices , learning from demand , open-mindedness , SMEs",
author = "Cegarro-Navarro, {Juan Gabriel} and Dewhurst, {Frank W.} and Stephen Eldridge",
year = "2010",
doi = "10.1080/09585190903546946",
language = "English",
volume = "21",
pages = "389--404",
journal = "The International Journal of Human Resource Management",
issn = "0958-5192",
publisher = "Routledge",
number = "3",

}

RIS

TY - JOUR

T1 - Linking chief knowledge officers with customer capital through knowledge management practices in SMEs

AU - Cegarro-Navarro, Juan Gabriel

AU - Dewhurst, Frank W.

AU - Eldridge, Stephen

PY - 2010

Y1 - 2010

N2 - 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.

AB - 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.

KW - context in time

KW - knowledge management practices

KW - learning from demand

KW - open-mindedness

KW - SMEs

U2 - 10.1080/09585190903546946

DO - 10.1080/09585190903546946

M3 - Journal article

VL - 21

SP - 389

EP - 404

JO - The International Journal of Human Resource Management

JF - The International Journal of Human Resource Management

SN - 0958-5192

IS - 3

ER -