The purpose of this study is to examine how a start-up moves from the early stages, when the idea is conceived, to the success stages, when it starts to be institutionalized, as well as the impact of knowledge management on the entire transformation process. This objective and the study question, “How does knowledge management affect the transition of a start-up from a temporary to a semi-permanent organization?” are relevant. A greater understanding will come from three key fundamental areas that were identified: starting a business, growing a business, and applying knowledge management techniques. A concept is the first step in the start-up creation process, followed by the choice to turn that idea into reality. Based on the information gleaned from the interviews, the next part will go through how each start-up came up with the idea and how the decision progressed, as well as the concept of what a start-up is. Second order themes that are derived from the examination of first order ideas are used to describe this basic category.
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In order to work more quickly, reuse “best practises,” and cut costs on costly projects, knowledge management is the process of applying a systematic approach to capture, structure, manage, and disseminate knowledge throughout the organisation. According to a similarly thorough summary, knowledge management is the process of acquiring, organising, sustaining, applying, sharing, and renewing workers' tacit and explicit knowledge in order to increase organisational performance and create value. It is done in an orderly manner and according to organisational needs. The following three knowledge management processes—knowledge generation, knowledge sharing, and knowledge reuse—have features that are particular to small and medium-sized businesses.Knowledge management (KM) is becoming increasingly important for the competitiveness of both major companies and small and medium-sized businesses in recent years, according to several academics. Today, in fact, a growing number of contributions demonstrate how businesses may use knowledge management to foster important innovations and cultural shifts that have a beneficial impact on organisational sustainability in the settings of business, the environment, and social justice. Businesses may accomplish sustainable commercial goals, sustainable environmental goals, and sustainable social goals by using knowledge sharing methods with consumers and other stakeholders. More precisely, the use of cutting-edge collaborative technologies for knowledge management might help managing the effects of industrial businesses' activities on the environment.The literature therefore indicates how knowledge management affects sustainability from three perspectives: the economic view, the environmental perspective, and the social perspective. The corpus of literature is still unstructured despite the numerous contributions that examine the development, preservation, and transfer of knowledge management in both major corporations and small and medium-sized organisations (SMEs), particularly with regard to start-ups. While the literature specifically proposes various approaches with regard to established enterprises, analysing the success factors and barriers affecting Knowledge Management adoption, the used knowledge management systems (KMSs), and the relationship between Knowledge Management and firm's performance, only a few contributions have been focusing on Knowledge Management in the context of start-ups.The definition of a start-up given by as a “organisation formed to search for a repeatable and scalable business model” highlights the significance of this subject. A start-up must unavoidably rely on intangible resources like knowledge and human capital to meet scaling goals due to the limited resources that characterise start-ups. The need for knowledge management techniques that concentrate on challenges connected to the epistemological and ontological aspects of knowledge therefore becomes apparent. When it comes to the epistemological component, tacit knowledge is mostly developed in organisations. In the cycle of knowledge creation, there is a certain amount of shared common knowledge among the organization's members with regard to the ontological dimension.These contributions propose that the processes of knowledge generation, storage, and transfer in start-ups should take use of knowledge nature, which is primarily ingrained in humans. Additionally, even knowledge management systems that promote the use of knowledge management techniques must to be in line with how start-ups acquire information. Based on the aforementioned scenario, the objective of the current systematic review on knowledge management in start-ups is to identify the key variables that have the greatest influence on whether knowledge management is adopted by start-ups positively or negatively, the primary knowledge management systems that start-ups use, and the effects of knowledge management on performance. The primary conclusions of this study will also enable us to pinpoint areas for further investigation and outline a research agenda for subsequent investigators.