Successful Strategies for Using Knowledge Management in Small and Medium-Sized Enterprises

Abstract

The purpose of this multiple case study was to explore strategies that managers of small and medium-sized enterprises (SMEs) use to effectively integrate knowledge management (KM) into business practices. The study population comprised of five managers from two SMEs operating in Uganda. The eligibility criteria were that participants had to be managers from Ugandan SMEs with a knowledge-intensive environment, with some responsibility of KM in the organization, and experienced with at least 1 year of successful KM practices. The conceptual framework for this study was theory z. Data were collected through face-to-face, semi-structured interviews, and reviews of company documents. Member checking was completed to strengthen credibility and trustworthiness. Synthesis: After methodological triangulation of the data sources collected and completion of Yin’s 5-step process of data analysis, five themes emerged: having supportive leadership, ensuring sustainability, embedding KM practices in the organization culture, socialization, and embracing modern technology. The findings of this study might promote social change by supporting small and medium-sized enterprise (SME) managers’ use of KM to expand opportunities for employees to learn new skills and knowledge leading to the expansion of employment opportunities.