Competitive Advantage Analysis of Small Medium Industries in Indonesia: An Approach of Management Technology and Strategic Management This research discusses the achievement of competitive advantage through the perspective of management technology and strategic management. The object of the research is the Small Medium Industry (SMI) of leather and puppet in Yogyakarta. Based on the result of data processing through the technometric concept of technology management, it was found that TCC value of 0.0073 which classified the technology used by the SMI of Maju Karya as traditional technology. Although relatively low, the current technology condition of the SMI of Maju Karya has reached ideal condition. It shows the SMI has utilized its capabilities optimally. The further step is to test the hypotheses for the variables constructed in the research model using SmartPLS software. The result of data processing concluded that hypotheses of H11 and H21 are accepted. It means both the technology component and strategic management have a positive influence on competitive advantage. The last phase is to analyze the strategic position of the business portfolio by using the BCG Growthshare matrix. The result of data processing categorized the SMI of Maju Karya as Cash Cows.

Knowledge management approaches of small and mediumsized firms: a cluster analysis This paper aims to categorise the approaches to knowledge management (KM) by companies. In the literature, there is no consensus on a universal or xe2x80x9cbestxe2x80x9d approach to KM. Especially, this paper singles out and discusses the variegated features that characterise the implementation of KM by small and mediumsized enterprises (SMEs) having different characteristics.,A cluster analysis was used to detect the possible distinct traits of companies that have different approaches to KM. The unit of analysis is represented by small and mediumsized knowledge intensive business services (KIBS) firms. Data were collected by means of an extensive survey of 223 companies in different European countries and sectors.,Three clusters were identified: Companies showing a relative xe2x80x9cunconsciousxe2x80x9d attention to KM and implementing KM practices without particular awareness; Companies adopting a more conscious approach and using a significant number of KM practices; and companies with a marginal propensity towards KM.,This study considers only KIBS, and future research should include other economic sectors. In addition, a convenience sample was used.,This paper improves awareness of managers of small companies concerning different KM approaches that can be adopted. It highlights that a conscious adoption of a KM strategy involves the introduction of a set of consistent practices.,The topic of KM approaches by small companies is still underdeveloped in the literature. Also, the paper proposes a multicontextual investigation that makes it possible to highlight the transversality of KM approaches across different countries or sectors.