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A Framework for Organizational Knowledge Assessment
by Combining BSC and EFQM: A Case of Beasat
Industry Complex, Iran
--Peyman Akhavan, Hossein Shirazi, Abbas Sabzaligol
and Amir Pezeshkan
In today’s knowledge-based organizations, knowledge is the most valuable and important asset which needs special attention and constant evaluation. This paper examines the different knowledge assessment models conducted in different organizations. Based on the stakeholders’ expectations, conditions of the organization and characteristics of its operational processes, a framework for organizational knowledge assessment was developed with a combination of Balanced Scorecard (BSC) and European Framework for Quality Management (EFQM) models. This model was implemented in ‘Beasat Industrial Complex’ which led to the organization’s ability to evaluate the organizational knowledge as its most important asset.
© 2013 IUP. All Rights Reserved.
Factors Influencing Knowledge Management
in Indian B-Schools: An Empirical Evidence
--Renu Vashisth and Anil Mehta
Indian academic institutions have steadily developed considerable R&D capabilities and have shown promising results. We must realize ‘what we know’ and be able to make maximum use of the knowledge. This study presents an insight into the Knowledge Management (KM) practices of the Indian Universities; and shows three dimensions of KM: (1) Knowledge Gathering (KG); (2) Knowledge Creation (KC); and (3) Knowledge Diffusion (KD). Each dimension is further divided into three aspects (individual, organizational and technological). Researchers and academicians from different universities, their affiliated colleges and research centers situated in Delhi-National Capital Region (NCR) were surveyed for studying KM systems in the Indian context. The findings suggest that researchers are more concerned with the individual aspects of KM rather than the organizational and technological aspects. In any organization people and their interactions create knowledge and promote the flow of the same. For maintaining the KM system in any organization, technology should be improved through good use of e-mail functions and design of websites required to plan and maintain interaction with the internal and external audiences. © 2013 IUP. All Rights Reserved.
Model Development for Key Enablers in the Implementation
of Knowledge Management
--Ritika Saini
Knowledge is the strongest competitive advantage in a rapidly changing market where development of innovative solutions is required to attract and retain customers and overtake the competition. Knowledge Management (KM) enabler refers to the critical factors that are to be developed in an organization which serve as driving forces to implement KM practices. KM enablers stimulate knowledge creation, facilitate sharing of knowledge, protect and retain knowledge, and enhance an organization’s ability to manage knowledge. Based on the literature review, the paper developed a conceptual model that finds the impact of three enablers, i.e., ‘top management involvement’ (TP), ‘organizational culture’ (CF) and ‘infrastructure’ (IF), on KM practices. This model was tested using structural equation modeling technique. The primary data was collected from SMEs of three sectors, i.e., software, pharmaceutical and textiles, in North India. The study confirmed the strong impact of these three enablers on the implementation of KM practices in the selected SMEs. The findings can serve as an input to the companies from these three sectors in implementing their KM practices.. © 2013 IUP. All Rights Reserved.
The Internationalization and Localization Choices
of Italian Firms in India
--Massimo Cortili, Alessia Pisoni and Alberto Onetti
Emerging markets of today are represented by companies with international growth ambitions and new opportunities to be exploited. This study explores the characteristics of the Italian Foreign Direct Investment (FDI) in India and aims to fill the gap identified in literature by providing a comprehensive empirical analysis of this issue. The study specifically focuses on the localization drivers of Italian MNCs that internationalized in India. In order to investigate the research questions, a unique database of Italian firms that invested in India was created. The number of Italian companies with subsidiaries in India was found to be low. In terms of geographical distribution, the sample showed prevalence in New Delhi, followed by Mumbai and Bangalore. The main driver for localization choice was found to be the general economic importance of the city, and a majority of the sampled companies chose the place of establishment of their Indian subsidiary mainly based on the location of their clients (prospect and actual). This data was consistent with the idea that ‘market seeking’ is the primary strategic goal for the companies analyzed. A typical ‘multidomestic’ approach was adopted by customizing products and services to the local needs and demands. This supports the progressive embeddedness of the subsidiary into the local market. Under this perspective, FDIs could also represent a way to access local knowledge to be combined at a global scale to contribute to the overall performance of the MNC. © 2013 IUP. All Rights Reserved.
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