Advancements in technology have caused organizations and their workforce to process and manage information in shorter periods of time. Extensive research and literature exist about how large organizations utilize knowledge management and absorptive capacity for organizational performance. However, there is little empirical research on how small business owners and employees use knowledge management and social media for organizational performance. This qualitative single case study explored how small business owners and employees use knowledge processes of creation, absorption, and exploitation with social media for improved performance. The results of this study inform the research question of how participants utilize knowledge processes with social media to acquire competitive advantage. Through the qualitative method, this study applied in-depth semistructured interview questions and data collection on knowledge management and social media. The sample for this study was 11 small business owners (forprofit and nonprofit) or their designated employee, at a single location chamber of commerce or a referred business owner from that source. The data analysis relied on a combination of manual analysis in Microsoft Word and Excel and a computer software analysis in NVivo 11. This approach allowed for a thorough analysis of the combined data collection through voice recordings, transcriptions, and document collection. Three themes emerged from the study. First, study participants performed research by filtering and validating knowledge gained. Second, study participants agreed that engaging in communications whether in person or virtually aided in their knowledge processes. The third and final theme was participants performed revenue-generating activities such as having more than one social media account, giving brief and quick responses to customers and, using tools for generating leads. Such techniques helped participants decide on adjustments and drive new approaches for improved organizational performance.