Knowledge Management (KM) is one of the much-talked-about concepts today. The knowledge economy drives companies to focus on relatively innovative aspects of Human Resource Management (HRM) such as awareness, application and retention of knowledge in order to get better performance correlated factors. Various processes like knowledge sharing, dissemination, recognition and retention help in creating a workforce with the kind of knowledge required for producing a better individual and organizational performance. This paper helps in synthesizing knowledge through responsiveness, recognition, formation, attraction and retention with knowledge management. The study is conducted across select Indian industries such as IT, Banking, Pharmaceutical, Engineering, and Real Estate with a sample size of 100 respondents through stratified random sampling. An empirical multivariate analysis of the data shows that formation, responsiveness, retention, attraction, recognition of knowledge have a strong correlation with KM, and the regression model derived further supports the results obtained, which facilitates understanding organizational progression.

Knowledge Management (KM), which emerged in the late 1990s, is being widely adopted by the global management community today. It has become extremely vital to business, resonating well beyond the HR area. As marketing communities are adopting strategies for branding and brand management to attract and retain their customers, the modern HR managers also are making KM their corporate brand mantra for Knowledge Attraction (KA) and retention. KM should emphasize on what the employee community currently associates with an organization—communicate and be accessible to the potential staff—which makes it a desirable place to work. Moreover, KM advocates the genuineness of knowledge experience and not simply its presentation. By doing so, it supports both external staffing of the right kind of aptitude sought by an organization to realize its goal, and the consequent desire for effective employee engagement and retention. One has to consistently manage the new knowledge culture to be assertive. This is one of the most important reasons that numerous organizations have turned their focus from the short-term KM initiatives to more long-term company KM.

KM is a method to create, capture and use knowledge to improve organizational performance such as documenting and codifying knowledge and disseminating it through database and other communication channels. The rising significance of KM is often seen as a result of the shift from a developed to an information-based economy and the increase of ‘knowledge workers’ and ‘representative analysts’ in highly developed (post) business societies with knowledge and know-how, paying attention to resolve managerial problems. However, not much attention has been paid to the role of synthesizing knowledge in KM.

Knowledge Management Journal, Synthesis of Knowledge, Recognition, Formation, Attraction and Retention, An Empirical Approach, IT, Banking, Pharmaceutical, Engineering, and Real Estate, Knowledge Attraction (KA), Knowledge Formation (KF), Knowledge Responsiveness (KRES), Knowledge Retention (KRET), Knowledge Attraction (KA), Knowledge Recognition (KREC).