Authors: R.P. Mohanty
Addresses: Human Resources Division, The Associated Cement Companies Ltd (ACC), Cement House, 121, Maharshi Karve Road, Mumbai 400 020, India
Abstract: Knowledge is the unique resource for value creation and maintenance in the emerging global economy. Contemporary organisations require diverse knowledge workers to develop knowledge competencies and also collaborate in multiple ways to create new knowledge that enhances the performance of the organisations. The key issues in knowledge management are how to continuously generate, develop, deploy, utilise and sustain the knowledge potentials within an enterprise and share between enterprises. Knowledge management has thus far been addressed at either a philosophical or a technological level, with little pragmatic discussion on how knowledge can be managed and used more effectively on a daily basis. This paper makes an attempt to amplify understanding about operational aspects of knowledge management based on Indian experiences. We find that effective knowledge management requires a long-term vision and commitment coupled with strategic emphasis for application, which should be at the core of Indian organisations, supporting learning, sharing, deploying, and sustaining individual and corporate knowledge and lessons learned. A knowledge-driven company case is presented.
Keywords: knowledge-driven organisation; learning strategy; knowledge management.
International Journal of Information Technology and Management, 2003 Vol.2 No.3, pp.197 - 213
Available online: 11 Sep 2003 *Full-text access for editors Access for subscribers Purchase this article Comment on this article