Beruflich Dokumente
Kultur Dokumente
The Concept
oncept of Knowledge Management
anagement
it’s Impact
mpact on Indian Companies
Arelli Ankitha
MBA Finance , Pragathi School of Information Technology,
Hanamkonda, Telangana, India
ABSTRACT
Knowledge management management is one of the was conducted with the objective of research
most prevalent jokes in circuits. It is a means of management of knowledge management and
creating a strategic impact. Theoretically cognitive implementation. The current research work is based
management has the ability to affect many spherical on the second data obtained from 10 IT companies.
structures of a company. He took into account several
stages of knowledge management (knowledge The Knowledge Management Index (KMI) predefined
production, knowledge codification and knowledge the DDD rating scale for information, awareness and
transfer and knowledge application) and understood commitment of information is very high, but requires
data based on calculations for each parameter. Final the involvement of outstanding management to
conclusions were drawn based on Knowledge allocate resources for starting and maintaining
Management Index. Data ata explanation, the Knowledge knowledge management. Many people have made ma it
Management Index (KMI) is very high according to clear that they are getting ready to know something
pre-defined
defined rating criteria for understanding and about the importance of the documentation.
commitment, but requires involvement of top Knowledge Management (KM) exists in our society
management in the allocation of resources required to after the discovery of language. Learned how to
initiate and retain knowledgee management practice. transfer knowledge from academics through
knowledge transfer, r, knowledge transfer, infant,
Keywords: knowledge management; IT companies; teacher, educated, literary forms, songs, dances, or
Knowledge Management. folklore. While society is not widely spread, these
different tools and techniques are meant to facilitate
INTRODUCTION the transformation of knowledge.
In recent years the competition about the importance Some companies have acquired Knowledge Kno
of knowledge management is based on success. Management (KMM) in India. The Goddess Neela,
Knowledge is considered to be a dynamic resource, Paint-Maker,
Maker, adopted Knowledge Management on
valued only when used. When en companies are March 2003, as it needed to extract knowledge from
routinely taking time and trying to review what they consumer buyers and dealer insights.
know, knowledge becomes an asset to support
In addition to the money paid for the product,
intentional activities.
consumers provide information
mation on their product and
The paper currently provides the best practices in the understanding of similar alternatives. Strategic
knowledge management and investigates the challenge is in the design of an interface, which
understanding and implementation of KM principles allows easy access to customer information. Know
and practices in Indian Information Technology (IT) Knowledge Management Portal of Larson & Toubro
companies. A deliberate sample of 10 IT companies (Construction Company) to solve
sol problems that occur
in North India
dia was selected for study and a survey on project sites. It uses KM to send out the
@ IJTSRD | Available Online @ www.ijtsrd.com | Volume – 2 | Issue – 3 | Mar-Apr 2018 Page: 2624
International Journal of Trend in Scientific Research and Development (IJTSRD) ISSN: 2456-6470
growth of science industry in India. Countries around separates the good and great institutions and has
the world, officials, business leaders and academics changed its long-term success and stability.
have mentioned the success story of this field. The
Indian private sector has contributed significantly to Conclusion
the growth of the sector.
The purpose of carrying out this research work was
Electricity in India also to identify challenges in the generation of
organizational knowledge. The four major challenges
The Power Sector is mainly the state of the state in were identified based on primary and secondary data
India and is dominated by state-owned enterprises at in generating organizational knowledge out of
national and state level; 88% of government individual knowledge. The first challenge was to
generators (power utilization of state-owned utility in unload the burden of experience out of organizational
the country produces state production up to 60%), and history. This experience interferes with the receiving
transmission is almost entirely within the public and processing of new knowledge as people continue
sector. referring to precedents and past events (stories) in
order to defend current practices and eliminating the
The planned development of the Indian economy
need for new knowledge. It blinds people from
began in 1950 with the independence. Since then the
critically analyzing and confronting new data or
power sector has made significant progress. The main
information. Therefore, unlearning of these
sources of electricity generating hydroelectric and
experiences does not happen. The next challenge was
thermal energy. Nuclear energy also reduces
to break organizational defensive routines. Defensive
dependency. There is a big gap between demand and
routines are written or unwritten norms of behaviors
supply and the power industry is constant pressure for
in organizations, which people perceive as given, or
the same bridge.
the most ‘rational thing to do’. Defensives routines
About KMM size in three industry pairs, IT enabled prevent people from receiving new ideas, knowledge,
services are better than the other two. Nevertheless, it pro- cesses, demands, etc., that do not fit with
is necessary to find ways to develop certain specific organizational norms. Change becomes difficult, as
indicators to manage knowledge management, people do not want to confront reality. The third
maintain knowledge and maintain balance between challenge in generating organizational knowledge was
financial and non-financial indicators. Pilaniania to overcome people’s tunnel vision. People tend to
(2005) found that Indian companies did not view the context from their own perspective rather
participate in industry-based research groups to create than adopting a systems point of view. Another
new knowledge. Creation of new knowledge requires challenge that impedes the generation of
continuous education-industry interaction. Our organizational knowledge was bounded rationality as
findings emphasize the importance of benchmarking people look for satisfying solutions, rather than
and audit to develop indicators to assess the KM optimizing ones. Finally, it can be concluded that for
initiative. organizations to remain competitive and at the
forefront, workers must sort knowledge from the
In order to effectively compete in reforms and information overload that continues to grow at an
knowledge economies, it is important to develop the alarming rate. In addition to linking knowledge with
capabilities of companies such as systems, systems, business strategies, it is crucial to remove cultural
technology, culture and leadership. Leadership plays a barriers and create a supportive climate for knowledge
key role in creating, developing and organizing management to flourish. Active management support
company capabilities by creating effective teams in a is essential to ensure that cultural elements are in
diverse workforce; Tap talent across the organization place. Ideally, management fosters a collaborative
by employing employment, retention and climate for creating and sharing knowledge, provides
development at all levels; Combinations and recognition and rewards to those who significantly
acquisitions are constructing and connecting cultures con- tribute to the knowledge effort, and provides
to become common; Use IT to enable and integrate technological resources to facilitate the access, use
KM processes; Develop rewards and recognition and sharing of the knowledge. HR professionals have
systems for employee commitment towards to realize that true com putative advantage lies in the
organizational vision. Finally, human resource people and the best HR practices should be aligned to
capacity to manage the characteristics of KM
@ IJTSRD | Available Online @ www.ijtsrd.com | Volume – 2 | Issue – 3 | Mar-Apr 2018 Page: 2625
International Journal of Trend in Scientific Research and Development (IJTSRD) ISSN: 2456-6470
strengthen knowledge management and if only this
can be done by the HR professionals based on a
Knowledge Management Index, this will be the best
practice in managing knowledge
Reference
1) Knowledge management practices in Indian
information technology companies by Abhilasha
Singh
2) Knowledge Management Practices in Indian
Organizations—A Sectoral Comparison by
Himanshu Joshi
3) ollinger, A.S., & Smith, R.D. (2001). Managing
organizational knowledge as a strategic
asset.Journal of Knowledge Management,
4) Knowledge management practices in Indian
industries – a comparative study by
Deepak Chawla
5) Demystifying Knowledge Management in Indian
Manufacturing SMEs Hari Vasudevana , Anup
Chawan
6) http://journals.sagepub.com/doi/pdf/10.1177/0972
262916651534
@ IJTSRD | Available Online @ www.ijtsrd.com | Volume – 2 | Issue – 3 | Mar-Apr 2018 Page: 2626