| Título: |
A diagnostic of knowledge management processes at the restaurant industry SMEs to identify improvements at their productive processes A diagnostic of knowledge management processes at the restaurant industry SMEs to identify improvements at their productive processes Un diagnóstico de la gestión del conocimiento en las pymes del sector restaurantero para identificar áreas de mejora en sus procesos productivos |
| Autores: |
Perez-Soltero, Alonso; Universidad de Sonora Leal Soto, Viridiana; Universidad de Sonora Barceló Valenzuela, Mario; Universidad de Sonora León Duarte, Jaime Alfonso; Universidad de Sonora |
| Fecha: | 2013-01-28 |
| Publicador: | Intangible capital |
| Fuente: |
 |
| Tipo: |
info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion |
| Tema: |
Knowledge Management, SME, Restaurant Sector, Northwest México. D83; J24; L21; L80 Knowledge Management, SME, Restaurant Sector, Northwest México. D83; J24; L21; L80 Gestión del conocimiento, Pymes, Sector restaurantero, Noroeste de México. D83; J24; L21; L80 |
| Descripción: |
Purpose: This paper is the result of an investigation performed in northwest Mexico with the objective to analyze and diagnose knowledge management (KM) processes in small and midsize restaurants. The main purpose of this study was to identify the present state of KM processes in these organizations as a way to identify improvement opportunities as well as to define facilitators and barriers that could difficult the implementation of KM initiatives.Design/methodology/approach: The study was performed in 12 restaurants and two types of questionnaires were applied. The questionnaires were applied to managers and personnel. The questionnaires analyzed knowledge Identification/location, Acquisition/learning, Development, Distribution/transference, Utilization/Application, Preservation/maintenance, and Assessment/valuation.Findings: We found that the respondents agreed that five of the GC processes have an acceptable level of development, while less developed processes were the Preservation/maintenance and Assessment/valuation of knowledge. On the other hand, the main facilitators to implementing KM initiatives are the availability of entrepreneurs to participate, staff responsive to the needs of the company, and staff is willing to share their knowledge. The main barriers are resistance to change, low level of knowledge in the use of technology by some members of the organization; difficulty accepting a strategic plan including knowledge management and unwillingness to document good practices.Originality/value: It is a novel study in Latin America, since no similar work in this productive sector has been found. Additionally, the study has a methodological approach that simultaneously addresses the analysis of the processes of knowledge management, and the identification of facilitators and barriers to implementing knowledge management initiatives. Purpose: This paper is the result of an investigation performed in northwest Mexico with the objective to analyze and diagnose knowledge management (KM) processes in small and midsize restaurants. The main purpose of this study was to identify the present state of KM processes in these organizations as a way to identify improvement opportunities as well as to define facilitators and barriers that could difficult the implementation of KM initiatives. Design/methodology/approach: The study was performed in 12 restaurants and two types of questionnaires were applied. The questionnaires were applied to managers and personnel. The questionnaires analyzed knowledge Identification/location, Acquisition/learning, Development, Distribution/transference, Utilization/Application, Preservation/maintenance, and Assessment/valuation. Findings: We found that the respondents agreed that five of the GC processes have an acceptable level of development, while less developed processes were the Preservation/maintenance and Assessment/valuation of knowledge. On the other hand, the main facilitators to implementing KM initiatives are the availability of entrepreneurs to participate, staff responsive to the needs of the company, and staff is willing to share their knowledge. The main barriers are resistance to change, low level of knowledge in the use of technology by some members of the organization; difficulty accepting a strategic plan including knowledge management and unwillingness to document good practices. Originality/value: It is a novel study in Latin America, since no similar work in this productive sector has been found. Additionally, the study has a methodological approach that simultaneously addresses the analysis of the processes of knowledge management, and the identification of facilitators and barriers to implementing knowledge management initiatives. Objeto: El presente artículo es el resultado de una investigación realizada en el noroeste de México, donde su objetivo fue realizar un diagnóstico para analizar los procesos de la gestión del conocimiento (GC) en las Pymes del sector restaurantero, con la finalidad de conocer cuál es la situación actual de dichos procesos en estas organizaciones e identificar oportunidades de mejora; así como también definir facilitadores y barreras que pudieran favorecer y/o dificultar la implementación de iniciativas sobre GC. Diseño/metodología/enfoque: Este estudio fue realizado en 12 empresas y se aplicaron dos tipos de cuestionarios. Se realizaron entrevistas a los administradores y a empleados de estas empresas para la recolección de la información analizando los procesos de Identificación/localización, Adquisición/aprendizaje, Creación, Diseminación/transferencia, Aplicación/utilización, Almacenamiento/mantenimiento y Medición/Valoración del conocimiento. Aportaciones y resultados: Se encontró que los entrevistaron estuvieron de acuerdo que cinco de los procesos de la GC tienen un nivel aceptable de desarrollo, mientras que los procesos menos desarrollados fueron el Almacenamiento/mantenimiento y la Medición/valoración del conocimiento. Por otro lado, entre los principales facilitadores para implementar iniciativas de GC se encuentran la disponibilidad de los empresarios para participar; personal sensible a las necesidades de la empresa; y personal dispuesto a compartir su conocimiento. Entre las principales barreras se encuentran la resistencia al cambio; bajo nivel de conocimiento en el uso de tecnologías por parte de algunos miembros de la organización; dificultad para aceptar un plan estratégico donde se vea incluida la GC; y resistencia para documentar las buenas prácticas. Valor añadido: Es un estudio novedoso principalmente en Latinoamérica, ya que no existen trabajos similares en este sector productivo. El estudio tiene un enfoque metodológico que al mismo tiempo aborda el análisis de los procesos de la GC, y la detección de facilitadores y barreras existentes para la implementación de iniciativas de GC. |
| Idioma: | Inglés |