Knowledge management in a dynamic context in the digital era

Benedetta Cuozzo, Giuseppe Russo, Federica Pascucci and Sandro Fella

European Journal of Innovation Management, 2025, vol. 28, issue 5, 2080-2100

Abstract: PurposeThe article aims to identify the fundamental skills and characteristics required for managing companies in a dynamic context and how knowledge transfer and sharing occur within companies, focusing on the figure of the entrepreneur. In a constantly evolving context, it is necessary to identify the entrepreneur’s responsibilities in managing and facilitating the flow of knowledge within the organization. Specifically, the literature on knowledge management does not extensively cover how it is possible to create and translate knowledge in companies operating in the hosting and cloud sector.Design/methodology/approachWe applied a qualitative study to analyse the entrepreneur’s key figure since a comprehensive and systematic analysis of the framework model applied to knowledge management and the hosting and cloud computing sector. We selected the Serverplan case study, a hosting and cloud provider that offers a solution of infrastructure as a service and gained a deep understanding of their unique digitalization and innovation dynamics. In March 2024, we collected data through a strategic sequence and timeline, beginning with two informal meetings. We then conducted a semi-structured interview in Italian only with Serverplan’s CEO to gain insights into specific aspects of the business.FindingsWe identify four key factors essential to success: embracing continuous evolution, achieving a balance between standardization and flexibility, effectively managing tacit knowledge, fostering a strong corporate culture and employee engagement. The most crucial element of the process is the figure of the entrepreneur who improves the KT and the KC. The critical points of his work are direct contact with all the staff and external stakeholders, passion, direct and indirect self-assessment tests that allow continuous feedback and improvements and continuous updating to remain competitive in the dynamic environment. These elements found are those that make the case exemplary for the KT and KC processes in dynamic environments.Research limitations/implicationsThe results obtained from Serverplan can be extended and adapted to various business realities, regardless of industry. The importance of a knowledge-oriented culture, well-defined knowledge management processes and leadership committed to supporting continuous learning and innovation is universal. It can bring benefits in multiple business contexts. However, it is relevant to note that this study has some limitations. First, it analyses only one specific sector, and second, the methodology is based on a single case study due to the specific characteristics of the sector analysed.Practical implicationsThis study has important implications for both academics and managers. In the first perspective, it enriched the literature on knowledge management in dynamic contexts. By analysing the main findings of the case study and literature review, this study identifies relevant skills, procedures and initiatives to build a strong company. In the second perspective, the paper supports managers and organizations in improving their ability to build and maintain successful companies in a dynamic context through specific characteristics of entrepreneurs that enhance the KC and KT. It is very significant to obtain and maintain a long-term competitive advantage.Originality/valueThe originality of the article lies in the fact that, although there are articles that have analysed knowledge management in the digital sector and the hosting and cloud computing sector, no article to date has applied the framework of Liyanage et al. (2009) to understand how to strengthen the knowledge creation and transfer process.

Keywords: Information technology; Entrepreneurs; Innovation; Knowledge management; Digital era; Dynamic context (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:eme:ejimpp:ejim-05-2024-0559

DOI: 10.1108/EJIM-05-2024-0559

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