Search

The role that knowledge management systems (KMS) play in facilitating better decision-making and providing sustainable competitive advantages for organizations has been recognized worldwide. Academic sector has significant opportunities to apply KMS practices to supplement their mission and achieve their vision. The study investigates the concept of KMS in a higher education institution by adopting a hierarchical approach. Components of knowledge management (KM) such as awareness, existence, future, and benefits have been identified. The analytical hierarchical process method has been applied to prioritize the relative importance of three components out of these, that is, awareness, existing status, and future implications of KM to higher education. The paper is based upon a quantitative and qualitative study. The outcomes of the paper describe that there is awareness and existence of KM in higher education management institutions in an Indian perspective. However, future implications are supposed to be relooked at for the better implementation of the concept. [ABSTRACT FROM AUTHOR]

A documentary review was carried out on the production and publication of research papers related to the study of ICT variables and Digital Marketing. The purpose of the bibliometric analysis proposed in this document was to know the main characteristics of the volume of publications registered in the Scopus database during the period 201 7-2022, achieving the identification of145 publications. The information provided by this platform was organized through graphs and figures categorizing the information by Year of Publication, Country of Origin, Area of Knowledge and Type of Publication. Once these characteristics have been described, the position of different authors towards the proposed theme is referenced through a qualitative analysis. Among the main findings made through this research, it is found that India, with 21 publications, was the country with the highest scientific production registered in the name of authors affiliated with institutions in that country. The Area of Knowledge that made the greatest contribution to the construction of bibliographic material referring to the study of knowledge management and ICT within Digital Marketing, was Computer Science with 59 published documents, and the Type of Publication most used during the period indicated above was the Conference Articles with 52% of the total scientific production. [ABSTRACT FROM AUTHOR]

The article discusses the research paper "Intellectual capital reports in India: lessons from a case study" by Patricia Ordoóez de Pablos. It presents case studies of three Indian firms concerning the publishing of intellectual capital report. It examines the differences between the Indian and European intellectual capital reports. It reveals that Indian reports are presented in narrative style and does not focus on the business model, values, mission and vision and knowledge management issues.

To cope and compete in this rapidly changing world, organisations need to access and apply new knowledge. While explicit knowledge is important, what is often critical is an organisation's ability to create access, share and apply the tacit or un-codified knowledge that exists among its members, its network and the wider innovation system of which it is a part. This paper explores the role of tacit knowledge in livestock sector innovation capacity though the case of Visakha Dairy, one of the most progressive producer-owned milk marketing companies in India. Analysis of two episodes in Visakha's evolution illustrates how it used tacit knowledge to innovate around challenges. The paper concludes that while tacit knowledge is a major resource that organisations rely on to cope with change, it does not follow that knowledge management approaches that centre on codifying this knowledge are the way forward. Instead, it suggest that better management of the learning processes, through which tacit knowledge is generated, would be a more useful contribution to innovation and innovation capacity – in other words, a shift from knowledge management to learning management. [ABSTRACT FROM PUBLISHER]

This paper examines the early transfer of management knowledge to India, with particular attention to the relationship between the institutional context and the content of management knowledge. It identifies a shift in the relationship with foreign management knowledge, from mimicry to revival, from adopting U.S. models to identifying uniquely Indian equivalents. The initial transfer process encouraged researchers to eventually identify a body of management knowledge recognizably "Indian." The argument is that rather than treating Indian management knowledge as a fixed essence, it should be seen as an active construction, the effect of the initial transfer process and the consequent creation of elite institutions and an academic class. [ABSTRACT FROM AUTHOR]

The article presents a study which examines the impact of Knowledge Management (KM) dimensions on Learning Organizations (LO) and tests whether the impact is significantly different between business excellence awarded and non-awarded organizations in India. The study used the Learning Organization Practice Profile and Knowledge Management Assessment Tool (KMAT) to help the 57 executives from 16 Indian organizations assess their strengths and opportunities in managing knowledge. The result shows that the awarded organizations for business excellence is better than non-awarded ones and most of the KM dimensions have a positive impact on LO. However, the impact is shown only in Vision and Strategy (VS) and Performance Improvement Process (PIP).