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Background: Although knowledge management (KM) directly impacts firm competitiveness, in efficiency-driven economies such as South Africa, the contribution of operational efficiency to this relationship has been underexplored in KM literature. Objectives: This study examined how operational efficiency interacts with KM to influence firm competitiveness. The study employs the South African context to enrich knowledge on the effects of KM on firm competitiveness and the extent to which operational efficiency mediates the process. Method: Using a quantitative approach with a survey design, 300 structured questionnaires were distributed to 300 small, medium and micro enterprise (SMME) owners and managers in the Free State province to establish the interaction of KM, operational efficacy and competitiveness. Results: The results of path coefficients revealed KM's positive and significant effect on firm competitiveness. Moreover, operational efficiency partially mediated KM (recognition) (B = 0.1545, p = 0.019) and KM (implementation)'s (B = 0.0697, p = 0.050) effects on firm competitiveness. Conclusion: The prevalence of highest qualification among SMME owners/managers demonstrates that human capital development, especially business management training during business start-ups, may contribute to increased firm competitiveness. Moreover, the lack of resources in managing knowledge for implementing daily routines and increasing sales demonstrates that improved resource mobilisation by SMMEs might improve their competitiveness. Contribution: The study provides strategic interventions for improving SMME competitiveness through better management of their knowledge practices and operational efficiency. [ABSTRACT FROM AUTHOR]

Background: The economic well-being of any organisation in the world today significantly depends on the intellectual capital possessed by these institutions. However, with its richness in intellectual capital, some higher learning institutions in Tanzania are facing financial hardships. Objectives: To establish methods used by Tanzania's higher learning institutions in managing the intellectual capital in their possession, with the focus of establishing a link between such practices and the financial performance of such institutions. Methods: This study was conducted using a multiple case study design, employing a purely qualitative research approach. Purposive sampling technique was used to involve respondents in this study. Collected data were analysed using thematic content analysis. Results: The visited institutions had a wide range of intellectual capital such as human, relational and structural capital. The intellectual capital found was managed using various methods, including careful recruitment of staff and knowledge-sharing strategies. Although the practices of managing some aspects of such capital were at a very basic level at the registry points, the practice was found to be very important for the economic well-being of the institution. Conclusion: Tanzania's higher learning institutions possess a wide range of intellectual capital, and its management methods vary depending on the aspect of such capital. More importantly, the intellectual capital had a significant link with the financial performance of the institutions. However, the process of managing intellectual capital faced some challenges, including improper succession planning and the lack of a sharing culture. [ABSTRACT FROM AUTHOR]