SFIMAR Research Review

Open Access Open Access  Restricted Access Subscription or Fee Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription or Fee Access

A Study to Identify the Forces Behind KMS Implementation in Indian B-Schools


Affiliations
1 Associate Professor, St. Francis Institute of Management & Research, Borivli (W), Mumbai - 400103, India
     

   Subscribe/Renew Journal


The Indian Management education is undergoing a paradigm shift in its scope and essence. However any progress comes with its own quiver of challenges. At the same time every challenge is an opportunity in disguise and every innovation bears its genesis in obstacles faced and conquered. With the set of high quality infrastructure, qualified teachers, efficient placement and training officers, eminent guest/visiting lecturers, well equipped computer labs and libraries, B-Schools are still experiencing some gaps in their day to working and lacking in acquiring good information and ultimately end up in poor decision making which causes low results against expectations.

The knowledge management system implementation could be the solution to pave the gaps in information system execution and would lead fo effective decision making of an organization.

KMS implementation is a systematic process. It includes a study of identification of knowledge sources, knowledge sharing mechanisms, hardware and software components, people’s perspective, top management initiatives and the reasons behind KMS implementation. The study about the forces responsible for KMS implementation are useful to define the objectives for execution, to set the priority of activities to be implemented and to understand the awareness level of the organization about KMS implementation.


Keywords

Knowledge Management, Decision Making, Strategic Advantage, Competitive Advantage, Employee Participation.
User
Subscription Login to verify subscription
Notifications
Font Size

  • Azizan (2005), July 10. Moving towards Knowledge Management. New Straits Times, p.4.

  • Bernbom, G. (Ed.), EDUCAUSE Leadership Strategies. No 3 :2 5 - 4 2 . San Francisco: Jossey-Bass.

  • Bhatt, G.D. (2000). Organizing knowledge in the knowledge development cycle. Journal of Knowledge Management, 4(1), 15-26.

  • Bimbaum, R. (2000). Management Fads in Higher Education: Where they come from, what they do and why they fail? San Francisco: Josey-Bass Publishers.

  • Bimbaum, R. (2000). Management Fads in Higher Education: Where they come from, what they do and why they fail? San Francisco: Josey-Bass Publishers.

  • Cole, R. (1 998). Introduction. California Management Review, 403(3), 15-21.

  • Hawkins, D.E. 2006. Transferring tourism knowledge: the role of higher education institutions. Journal of Quality Assurance in Hospitality & Tourism. Vol.7, no.2: 13-27.

  • Holsapple, C.W. and Jo sh i, K.D. (2001 ) , "Organisational Knowledge Resources", Decision Support Systems, (31:1).

  • Holsapple, C.W. and Whinston, A.R (1996) Decisionsupport Systems: A Knowledge Based Approach, Minneapolis: West Publishing Company.

  • Kidwell,J.J., Vander Linde.K.M. and Johnson.S.I. 2004. Knowledge Management Practices Applying Corporate in Higher Education: Colleges and universities have significant opportunitiesto apply knowledge management practices to support every part of their mission, No.4. Educause Quarterly.

  • Leonard-Barton, D. (1995) "Wellsprings of knowledge: building and sustaining the sources of innovation". Harvard University Press, Boston. USA

  • Leonard-Barton. (1998). Wellsprings of Knowledge: Building and sustaining the source of innovation. Boston:Harvard Business School Press.

  • Lorange, P (1996), "A business school as a learning organisation", The Learning Organisation, Vol.3, No.5, pp.5-13.

  • Malhotra, Y. and Galletta, D. (2003), "Role of Commitment and Motivation as Antecedents of Knowledge Management Systems Implementation", 36th Hawaii International Conference on System Sciences, IEEE Computer Society.

  • Martin, W. 1999. New directions in education for LIS knowledge management programs at RMIT. Journal of Education for Library & Information Science. Vol.40, No.3:142-150.

  • Metaxiotis, K., Ergazakis & Psarras,K.J. (2005). Exploring the world of Knowledge Management: Agreements and disagreements in the academic / practitioner community. Journal of Knowledge Management, 9(2), 6-18.

  • Nazir, A.S., Alinda, A.R., Nor, H.Z., Kamaruddin, M.M. and Shamsul, Shamsul. 2 0 0 4 . Knowledge Management Framework for Representing Lessons Learned System for Communities of Practice in Institutions of Higher learning. Malaysian Journal of Library & Information Science. Vol. 1 7, No. 1:1-12.

  • Nonaka, I. (1994), "A Dynamic Theory of Organizational Knowledge Creation" Organization Science, (5) 1, pp. 14-37.

  • Nonaka, I. (1 994). Adynamic theory of organizational knowledge creation. Organization Science, 5(10), 14-37. '

  • Nonaka, I. (1 994). Adynamic theory of organizational knowledge creation. Organization Science, 5(10), 14-37. '

  • Nonaka, I. and Takeuchi, H. (1995) The KnowledgeCreating Company. Oxford, Oxford University Press.

  • Nonaka, I. and Takeuchi, H. (1995). The Knowledge Creating Company - How The Japanese Companies Create the Dynamic Innovations. Oxford Univ. Press, New York, NY.

  • Nonaka, I., Konno, N.: The Concept of Ba: Building a Foundation for Knowledge Creation. California Management Review40(3), 40-54 (Spring 1998).

  • Nonaka, I., Konno, N.: The Concept of Ba: Building a Foundation for Knowledge Creation.California Management Review40(3), 40-54 (Spring 1998).

  • Nonaka, I., Takeuchi, H.: The Knowledge Creating Company. Oxford University Press, New York (1 995).

  • Nonaka, I., Takeuchi, H.: The Knowledge Creating Company. Oxford University Press,New York (1995).

  • Nonaka, I., Toyama, R., Konno, N.: SECI, Ba and Leadership: A Unified Model of Dynamic Knowledge Creation. Long Range Planning 3 3,5-34 (2000).

  • Nonaka, I., Toyama, R., Konno, N.: SECI, Ba and Leadership: A Unified Model of Dynamic Knowledge Creation. Long Range Planning 3 3,5-34 (2000).

  • Nonaka, I., Reinmoeller, P and Senoo, D. (2000), Integrated IT Systems to Capitalize on Market Knowledge, Knowledge Creation: A Source of Value,London: MacMillan Press Ltd.

  • Nonaka, I. and Takeuchi, H. (1995), The knowledge-creating company: how Japanese companies create the dynamics of innovation. Oxford UniversityPress: New York, NY.

  • Nonaka, I., & Takeuchi, H. (1995). The Knowledge-Creating Company. New York: Oxford.

  • Petrides, L.A., Nguyen, L. 2006. Knowledge management trends: Challenges and opportunities for educational institutions. In A. Metcafle (Ed). Knowledge-Management and Higher Education: 21-33. Hershey, PA: Information Science Publishing.

  • Porter-Liebskind, J. (1996). Knowledge strategy and the theory of the firm. Strategic Management Journal. 1 7, 93-107.

  • Sallis, E., & Jones, G. 2002. Knowledge Management in Education London: Kogan Stewart, A. C ., & Carpenters-Hubin, J. 2001. The Balanced Scorecard. Planning for Higher Education, 37-42.

  • Townley, C . T. 2003. Will the academy learn to manage knowledge. Educause Quarterly. Vol2: 8-11.


Abstract Views: 359

PDF Views: 1




  • A Study to Identify the Forces Behind KMS Implementation in Indian B-Schools

Abstract Views: 359  |  PDF Views: 1

Authors

Vaishali Kulkarni
Associate Professor, St. Francis Institute of Management & Research, Borivli (W), Mumbai - 400103, India

Abstract


The Indian Management education is undergoing a paradigm shift in its scope and essence. However any progress comes with its own quiver of challenges. At the same time every challenge is an opportunity in disguise and every innovation bears its genesis in obstacles faced and conquered. With the set of high quality infrastructure, qualified teachers, efficient placement and training officers, eminent guest/visiting lecturers, well equipped computer labs and libraries, B-Schools are still experiencing some gaps in their day to working and lacking in acquiring good information and ultimately end up in poor decision making which causes low results against expectations.

The knowledge management system implementation could be the solution to pave the gaps in information system execution and would lead fo effective decision making of an organization.

KMS implementation is a systematic process. It includes a study of identification of knowledge sources, knowledge sharing mechanisms, hardware and software components, people’s perspective, top management initiatives and the reasons behind KMS implementation. The study about the forces responsible for KMS implementation are useful to define the objectives for execution, to set the priority of activities to be implemented and to understand the awareness level of the organization about KMS implementation.


Keywords


Knowledge Management, Decision Making, Strategic Advantage, Competitive Advantage, Employee Participation.

References