Knowledge complexity and firm performance: evidence from the European SMEs

Purpose This study aims to theoretically discuss and empirically investigate what extent the interplay between domains of knowledge complexity (managerial, strategic operational) facilitates firm performance role organizational resilience in this relationship. Design/methodology/approach paper uses primary data collected from 102 European small medium-sized firms (SMEs) Belgium, Bulgaria, Denmark, Spain UK during 2012–2015 2010–2020. corrects for potential disclosure technology adoption bias two survey ways. Findings First, compared other acumens complexity, managerial operational contribute most a firm’s (sales productivity). Firm positively moderates skills negatively inter-organizational collaborations. Taking SMEs their relationships, focus, considering that they are transitive organizations whose business model is based on innovation productivity outcompete larger counterparts it found agility important leverage effect performance. Research limitations/implications One limitations expected face more problems achieving ambidexterity with all three acumens, as have restricted expertise, less structured procedures fewer resources than firms. In addition regression analysis which limited answering “how” “why” managed within outside firm, future research will consider mixed-method approach both interviews high growth online surveys. To unveil volatile environment, may focus specifically lack resources, time, however, continue innovating, commercializing new create jobs. Practical implications mechanisms facilitate acumen was be information (IT) investment management decision-making, exploitation communication trends markets, innovating models driving change management, mobility digital technologies, well use inter-disciplinary staff influence external stakeholders. The relevant elements various forms collaboration such IT applications infrastructure, administration operations exchange, availability, accumulation exchange. Social findings call policy account need interactions strategic, SMEs. Prime support should focused facilitating providing “soft support” time adversity. founds budget, would significantly affect resilience, potentially “locking in” an organization. Originality/value emphasizes returns part depend upon ability manage data. relationship moderated by means resilient internal substitute collaboration. Second, demonstrates SMEs’ strategy competencies driven, rather strategy-driven, decision-making IT.