Purpose: The aim of this paper is to review research on knowledge management in small and medium‐sized enterprises to identify gaps in the current body of knowledge, which justify future research directions.Design/methodology/approach: The study consists of a systematic review of 36‐refereed empirical articles on knowledge management and small and medium‐sized enterprises.Findings: The areas of knowledge management implementation, knowledge management perception, and knowledge transfer are relatively well researched topics; whereas those of knowledge identification, knowledge storage/retention and knowledge utilisation are poorly understood. Given the prevalence of small and medium‐sized enterprises there is a strong need for more research on this important topic. The future research directions proposed by the authors may help to develop a greater understanding of knowledge management in small and medium‐sized enterprises.Research limitations/implications: By only using the ProQuest database this study may not have allowed a complete coverage of all empirical articles in the field of knowledge management in small and medium‐sized enterprises. Yet, it is believed that the findings provide a valuable understanding of the current situation in this research field. The study proposes a number of future research directions, which may stimulate more intensive research in this important field.Originality/value: To the best of the authors' knowledge, no systematic literature review on this topic has previously been published in academic journals.

The Covid‐19 crisis has hit SMEs particularly hard. Numerous business models (BM) have been limited or rendered downright impossible due to decreased social contact. SMEs can respond to this exogenous crisis via temporary business model innovation (BMI). This empirical study investigates these temporary BMs using a multiple case study approach based on five SMEs in Austria, Germany, and Liechtenstein who within a short period of time applied their core competencies and networks to integrate new BMs, which were in some cases very different from existing ones. These had a positive effect on strategic flexibility, and if desired can also be incorporated into the firm long‐term. The paper contributes to SME crisis management during the Covid‐19 pandemic by pointing out and developing a successful management mechanism that allows to survive a crisis or even improve during this time. Moreover, we contribute to BMI literature by explaining temporary BMI as a new form of BMI. It also makes clear to managers that temporary BMs add value to firms and create new revenue streams.

This conceptual paper aims to identify, present, and analyze potential knowledge risks organizations might face. With the growing complexity of organizational environments and the plethora of new knowledge risks emerging, this critical but under-researched field of knowledge management (KM) deserves closer attention. The study is based on a critical analysis of the extant literature devoted to knowledge risks, discusses potential outcomes of these risks and proposes a concept map of knowledge risks. The map shows a number of knowledge risks organizations should be aware of. Knowledge risks can be assigned to three categories: human, technological and operational. The research is the first systematic and comprehensive review of knowledge risks at the organizational level. By aggregating and consolidating the knowledge risks covered, the study does not only provide a knowledge risk taxonomy but also promising directions for future research. The study also contributes to a more comprehensive understanding of KM.

Purpose: An ignorance of knowledge attrition caused by employee exits is considered as careless and can lead to considerable consequences regarding both a firm's financial capital and intellectual capital, or in other words an ignorance of the danger of knowledge loss is associated with a missing or improper succession planning. The purpose of this study is to gain a better understanding of how a medium-sized firm copes with the danger of knowledge loss due to employee exit or long-term absence. Design/methodology/approach: Data were obtained through semi-structured interviews with 14 organization members from a German medium-sized enterprise operating in the printing sector. These participants represented different departments and positions. Findings: The findings demonstrate the influence of a precarious financial situation on activities related to knowledge management and succession planning. Although the organization members are aware of obvious needs for improvement within the firm, their actual scope of action is centered on the execution of current orders. Research limitations/implications: The data are cross-sectional and were collected in one organization. Future studies should consider longitudinal designs across multiple organizations. Practical implications: Based on the findings some suggestions were derived that may help firms facing similar circumstances. Originality/value: The study's findings provide fresh insights into how an established firm tackles the issue of knowledge attrition and its likely implications for the firm's performance.