Infosys the software giant’s from India was started in 1981 by a set of seven information technology professionals with only $US 250 but over the period of thirty years they have developed into an organisation generating software export revenue of more than US$ 7 billion. Infosys has offices in more than 30 many countries in the world and has an employee strength of approximately 1, 60,000. Infosys provides consultancy and software development services for both for the home market (i.e. India) and the overseas market most of its revenues are generated from the overseas market and software development is targeted towards various sectors throughout the world.
Infosys was established in the 1981 but their growth till the early nineties was not very substantial, as they started growing rapidly in the nineties they realised very quickly the importance of knowledge management and from then on they have constantly grown their knowledge base till the extent of receiving the Global MAKE (Most Admired Knowledge Enterprise) in 2008. Knowledge management was an integral part of the growth of Infosys as they believe that it is very important for their employees to know their work in detail to provide the best service to their clients. They started with E&RD in 1991 which encouraged their staff to give detailed information about their software knowledge, new ideas developed by employees and their experience of work in different countries and all this was embedded in( BOK) and every employee had an access to this information through a printed format. As Infosys grew very aggressively in the nineties the number of employees grew so did the culture of internet so they found the need to develop a companywide intranet this gave birth to “Sparsh” through the intranet the staff could easily view the knowledge embedded in the BOK. As time passed Infosys further gave importance to virtual teams, e-learning, online classes and training programmes as these were efficient way to learn and were less time consuming . All the above factors and their results compelled the management to launch the first knowledge management system called the K-Shop in the early 2000’s so that knowledge management is implemented in every employee for efficiency and enhanced results.
In a ever growing cut throat IT economy, it was absolutely important to manage their resources intently. The organisation came out with the decision to share their knowledge through technique based on data based management system. To become a kind of organisation:
1 where knowledge governs every activity that is perfomed
2 where influence of knowledge is accepted for innovation and creation 3 where all personals are enabled by the expertise of each other. 4 which can lead others on a world wide basis.
This whole idea gave birth to software known as Kshopfor development of Kshop Infosys had adopted knowledge Management Maturity Model(KMM) developed by V.P.Kochikar. Knowledge Management Maturity Model (KMM) for Kshop
(KMM) is based on the Capability Maturity Model(CMM).(KMM) defined that knowledge had to be circulated in three stages they being obtaining knowledge and storing it, sharing of knowledge and circulation of knowledge and making use of it.(KMM) was set up in such a way that it was divided into 5 levels- default, reactive, awareness, convinced and sharing. Level 1 (default)
At the default level knowledge was shared among people working in teams and was accessible for the people working in that teams not for the entire organisation. Kshop was developed keeping four principles in mind – people, content, process and technology. These four principles lead to innovation, communication and recycling of knowledge.The Kshop recognised two type of knowledge:- Internal K Assets: this include internal business knowledge, memorandum, article, human knowledge and strategic communication. External K Assets: includes journals, periodicals, external...
...This is a summary of Knowledgemanagement and organizational culture: a theoretical integrative journal by Rajnish Kumar Rai, a police officer who at the time was based at the Indian Institute of Management, Ahmedabad India. For this research, he used a conceptual method by comparing previous findings and thoughts.
At first, the author underlines the importance of knowledge in today’s rapid changing world and how most of the experts agree on the continuous improvement of knowledge as one of the most critical factor for an organization to survive, and knowledgemanagement takes a large part in it. Furthermore, recognizing and understanding the linkage between the knowledge creation and the organization values are what the organizations should be doing first before applying the knowledgemanagement in the organization. A mismanagement of knowledge creation will lead the organization not into an innovation but confusion. Unfortunately, this important part, the knowledge creation, does not have a framework for an effective and systematical approach to be used in different type of organizations. There are a lot of theories that support this idea but they do not have a practical approach of how to be implemented.
Subsequently, the author acknowledges that many researches supported the theory...
Sins of KnowledgeManagement
core tenet of any organizational learning project is that without
detecting and correcting errors in "what we know" and "how we
learn," an organization's knowledge deteriorates, becomes obsolete,
and can result in "bad" decisions. Because systematic attention to
knowledgemanagement is relatively recent, it is particularly important to detect
these errors so that knowledgemanagement does not become yet another management fad that promised much but delivered little. If we do not identify and
try to resolve these errors, "what we know" about knowledgemanagement may
become little else but mythology. As a consequence, we will be faced with the
ultimate knowledge irony: efforts to manage knowledge are themselves based
upon faulty knowledge principles.
The purpose of this article is to draw attention to a set of pervasive
knowledgemanagement errors. These reflections are based on the authors'
observing or partaking in over one hundred knowledge projects over the past
five years or so. The focus is on fundamental errors, that is, errors that if left
uneorreeted inhibit genuine knowledge from being developed and leveraged.
These are errors associated...
...1. Company Overview
1.1. Business Overview
Mystique is currently involved in fashion clothing business. Unlike other clothing companies, Mystique owns all of its retailing, designing and manufacturing operations. It sells a range of women’s and men’s clothing which aims to give a personalised and satisfaction experience to its customers. The business’s headquarters is located in India but the entire Sri Lankan management is handled in Sri Lankan and currently it has 4 outlets in Colombo and Kandy.
1.1.1. Product Overview
Figure : Mystique’s Product
Currently Mystique is targeting mainly on causal and party ware for both customer segment. It provides a right quality product for an affable cost which can be effort by working class to upper uppers. Based on the design and material quality the price of the product varies.
1.1.2. Service Overview
Figure : Mystique's Services
All our products will be serving the current client’s requirements. In order to serve our customer better, we provide other services which are mentioned in the above figure. Exchange and return, reservation and customer services are provided by our retailer outlet team and the promotion are decided by our marketing team (refer organisational structure).
1.2. Vision and Mission
Vision – To make consistent design improvements based on the emerging trends that will enhance customer satisfaction.
Mission – “Build a unique portfolio of branded, trendy and unique...
...IS STRASSMANN’S ‘KNOWLEDGEMANAGEMENT’ AN IMPORTANT METRIC
By: Masoud. Noordeh (DBA student)
In today’s dynamic business environment, Knowledgemanagement systems facilitate organizational learning and knowledge creation. They are designed to provide rapid feedback to knowledge workers and significantly improve business performance. This paper examines the concept of knowledgemanagement metric from the view point of Paul Strassmann.
Keywords: Knowledge, Performance Management Metric, KnowledgeManagement.
Knowledgemanagement has become one of the major performance management and companies have embraced the concept and invested in systems, people, and information technologies to this purpose. On the other hand, there has been the pressure to move away from the traditional performance management metrics which are considered to be ‘backward looking accounting based performance measurement systems’ that only focuses on traditional cost accounting (Bourne et al. 2000).
Knowledgemanagement has been introduced by Strassmann (1999), Drucker (1995), and others as an important metric for measuring performance. According to Knapp (1998), Knowledgemanagement transfers...
...KNOWLEDGEMANAGEMENTKnowledgemanagement is a process of transforming information and intellectual assets into enduring value.
KnowledgeManagement has two type:
1. Tacit Knowledge
Highly personal, means the knowledge is unrecorded and unarticulated and it’s hard to formalized and therefore difficult, if not sometimes impossible to communicate.
Formal and systematic, and can be easily to communicated and share, for example in a book or a database in a library.
Knowledge Hierarchy, to transfer tacit knowledge to explicit knowledge we need to use Human Resource Management.
easier to access KNOWLEDGEMANAGEMENT
We need knowledgemanagement to reacting to new business opportunities and to build brain sensitivity to brain drain. So that we could create, transfer and apply knowledge with the purpose of better achieving objectives. Because knowledge is really important to achieve the goals.
What forces us to have knowledgemanagement first is increasing in Domain Complexity means that is intricacy of internal and external processes, increased competition, and the rapid advancement of technology all contribute to...
KnowledgeManagement, Social Networks and Innovation
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Literature review 3
The development of social network and social media 5
The process of innovation and knowledge transmission in the organization 7
Case of American Express 9
Analysis and Discussion 11
We know that the innovation is the power to push the development of our society, and organizations are the pioneer of innovation, at the...
...John Naisbitt: “We are drowning in information but starved for knowledge.” (Lewis, p. 4)
In today’s Information Age organizations are looking more and more towards the productive manipulation of information to succeed and stay competitive. Increases in technology give rise to an increased emphasis on the human aspects of the socio-technical system: a complex system where workers and technology interact together to achieve some common objective. Accomplishing business objectives involves better understanding and implementing of technical terms: data – raw facts without meaning; information – meaningful data; and knowledge – understanding gained through taking action based on information. Organizational learning works within the confines of this data-information-knowledge progression in increasing degrees to form knowledge. As organizational learning increases, it augments and refines organizational knowledge. Knowledgemanagement (KM) provides a way for businesses to optimize organizational learning and organizational knowledge by helping them make better decisions and take more productive actions. KM is concerned with two areas in the facilitation of organizational learning and organizational knowledge: the management of information, and the management of people.
Organizations add to and...
...provides a detailed coverage of knowledgemanagement concepts and methodologies which includes knowledge creation, knowledge architecture, and knowledge codiﬁcation. The knowledgemanagement tools and knowledge portals as well as the notions of
knowledge transfer in the E-world are discussed.
The aims of this unit include the broad understanding of the following areas of KnowledgeManagement Systems:
• KnowledgeManagement Systems Life Cycle.
• Knowledge Creation and Knowledge Architecture.
• Capturing Tacit Knowledge
• Knowledge Codiﬁcation
• System Testing and Development
• Knowledge Transfer and Knowledge Sharing
• Knowledge Transfer in the E-World
• Learning from Data
• KnowledgeManagement Tools and Knowledge Portals
• Managing Knowledge Workers
Elias M. Awad, Hassan M. Ghaziri, KnowledgeManagement, Pearson Education Inc.,
Prentice Hall (2004).
Please note that these ‘Lecture Notes’ (including all ﬁgures and tables) are
adapted from the above mentioned textbook.
We have been informed by the Publisher that this book is currently out of print. With
permission from the...