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Extra resources for A Top-Down Approach to Risk Management and Internal Control-Issue #4: Relying on Ongoing Monitoring to Test Controls Performance, to Reduce the Scope of Separate Testing
California Management Review 16:44-53 Mohan-Neill SI (1995) The Influence of Firm's Age and Size on Its Environmental Scanning Activities. Journal of Small Business Management 33:10-21 Nooteboom B (1989) Diffusion, Uncertainty and Firm Size. International Journal of Research in Marketing 6:109-128 O'Dell C, Grayson CJ (1998) If Only We Knew What We Know: Identification and Transfer of Internal Best Practices. California Management Review 40:154-174 OECD (2001) Science, Technology and Industry Scoreboard 2001: Towards a Knowledge-Based Economy (e-Book) Olson EM, Walker Jr.
For solving these problems, numerous amounts of solutions exist. There are techniques, such as brainstorming and story telling, but also IT-based tools, such as search engines, databases and expert systems. A solution, as in “we did such and such to solve this KI problem”, is just as valuable (or even more so) for SMEs as is “we used that particular technique to solve this KI-problem”. Since tacit and latent knowledge seem to be more relevant for SMEs than explicit knowledge is (see Sect. 2), these more ‘soft’ solutions are most likely to be even more significant for them.
3 Knowledge Integration by SMEs - Practice 35 Customers/market knowledge Technological knowledge 0% 20% 40% 60% 80% 100% Cumulative % of respondents Same region as company Same country as company Another country than company Impossible to say Fig. 5. 3 KI Process The results of either ends of Fig. 1 having been presented in the previous section, this section addresses the KI process itself. Respondents were asked how often they conduct the various KI subprocesses in their company. Fig. 6 shows that, for virtually all subprocesses, the scores for technological knowledge are higher than for customer/market knowledge.