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Welcome to the IUP Journal of Knowledge Management
ISSN: 0972-9216
A ‘peer reviewed’ journal indexed on Cabell’s Directory,
and also distributed by EBSCO and Proquest Database

July'18
Previous Issues

The IUP Journal of Knowledge Management is a quarterly strategy journal that focuses on product knowledge, services knowledge, process knowledge, customer knowledge and knowledge assets. IJKM helps organizations to respond to rapid changes in a systematic manner.

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  • Product Knowledge
  • Services Knowledge
  • Process Knowledge
  • Customer Knowledge
  • Knowledge Assets
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Knowledge Management for Climate Change and Sustainable Development: An Initiative by the Indian State of Madhya Pradesh and a Proposed Framework
Knowledge Indicators for Implementation of Knowledge Creation: A Critical Examination Using Structural Equation Modeling
How to Increase Knowledge Management Maturity Level? – An Empirical Study in a Non-Profit Organization
A Retrospective Study on the views of Alumni Entrepreneurs towards University Enterprise Education and Training
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Contents
(July 2018)

Knowledge Management for Climate Change and Sustainable Development: An Initiative by the Indian State of Madhya Pradesh and a Proposed Framework

--Umesh Gulla

Climate Change (CC) has in the recent past generated high interest across the globe. Related to CC has been the issue of sustainable development that is seen interlinked with these environmental changes. This has been more adverse in the developing and poor countries of Asia and Africa. Hence, CC mitigation and adaptation measures are increasingly becoming important. However, this requires the knowledge and skills about the situation assessment arising out of CC, the likely effects of CC with specific relevance to geographic areas, areas of impact, and the different skills related to corrective measures. This can involve different skills ranging from understanding of geography, environment, technology, policy, economics, human behavior, management, etc. In fact, Knowledge Management (KM) has been identified to be central to the response strategy to CC by various government and non-government agencies across the globe. Thus implementing KM systems for CC and sustainable development can be useful in such situations. This paper attempts to arrive at a framework for KM in such situations. The paper takes the background situation of the Indian state of Madhya Pradesh and proposes a framework for stakeholder identification and their needs. It also suggests a unique delivery model suitable for such situations and guides on implementation of such system. The paper suggests a framework for KM that is apt in the public governance domain.

© 2018 IUP. All Rights Reserved.

Article Price : Rs.50

Knowledge Indicators for Implementation of Knowledge Creation: A Critical Examination Using Structural Equation Modeling

-- K Sivakumar

This paper was developed keeping in view a holistic model which successfully integrates not only the knowledge indicators, but also the implementation of knowledge creation at workplace. Today, knowledge plays a vital role in an organization, where minimization of other resources has been accomplished. Traditional functioning has changed into knowledge functioning in sharing, documenting, acquiring, transferring and applying knowledge and fostering knowledge creation within the employees. The knowledge creation has helped the organizations to make themselves distinct from other organizations. The ability to create new knowledge is often at the heart of the organizations’ competitive advantage. Sometimes, this issue is not treated as a part of knowledge management since it borders and overlaps innovation management (Wellman, 2009). In this paper, four indicators of knowledge creation are reviewed and integrated. The paper looks at how the knowledge indicators can enhance knowledge creation in the employees. The results reveal that the four indicators of knowledge management have an impact of 70% on knowledge creation.

How to Increase Knowledge Management Maturity Level? – An Empirical Study in a Non-Profit Organization

--Peyman Akhavan and Maryam Philsoophian

Knowledge is more important for an organization as it helps the organization to distinguish itself through Knowledge Management (KM) strategies. The present paper intends to increase KM maturity level regarding KM strategies. A comprehensive KM maturity model is necessary for navigating and assessing the development of KM. It provides organizations interested in KM with a holistic view of KM, improved mutual understanding of different views on the nature of KM, KM problems, and potential solutions. The standard questionnaire Capability-based KM Performance Evaluation Framework (CKMPEF) was employed in order to evaluate the organization’s level of maturity, and KM strategies for the organization were proposed based on the identified level of maturity. In this paper, knowledge conditions of a research organization were evaluated, and after distinguishing the KM maturity level of that organization, KM strategies were suggested for each. The results show that the organization is placed at the first level of KM maturity. Therefore, 14 relevant KM strategies are proposed for this organization with respect to its maturity level.

© 2018 IUP. All Rights Reserved.

Article Price : Rs.50

A Retrospective Study on the views of Alumni Entrepreneurs towards University Enterprise Education and Training

--Robert A Phillips

While there have been many studies on entrepreneurship programs using a range of methods from self- efficacy to venture creation, including studies on curricular and extra-curricular activities, what is less prevalent is an attempt to understand retrospectively what activities and experiences have shaped the formation of alumni entrepreneurs from the many activities they potentially could have taken part in during their university career. From the alumni database, we found that over 8,000 described themselves as self-employed (2% of the total). The findings included that Medical and Health Sciences produced the most self-employed per head (3.29%), and only 10% of alumni started their business on graduating with 40% waiting for more than 10 years after. It was also found that 50% had a close relative who had started their own business and that most (66%) of those responding who had created businesses had no entrepreneurship training of any kind while at university. Unsurprisingly, more recent business founders had experienced more enterprise education than older businesses—of those that started a business 1-5 years after graduation, 49% had experienced enterprise education. Despite this, those with enterprise education showed marginally better value and turnovers despite being generally relatively newer companies. The knowledge gained from this study can be useful in targeting resources to activities that are most effective in creating alumni entrepreneurs.

© 2018 IUP. All Rights Reserved.

Article Price : Rs.50

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Automated Teller Machines (ATMs): The Changing Face of Banking in India

Bank Management
Information and communication technology has changed the way in which banks provide services to its customers. These days the customers are able to perform their routine banking transactions without even entering the bank premises. ATM is one such development in recent years, which provides remote banking services all over the world, including India. This paper analyzes the development of this self-service banking in India based on the secondary data.

The Information and Communication Technology (ICT) is playing a very important role in the progress and advancement in almost all walks of life. The deregulated environment has provided an opportunity to restructure the means and methods of delivery of services in many areas, including the banking sector. The ICT has been a focused issue in the past two decades in Indian banking. In fact, ICTs are enabling the banks to change the way in which they are functioning. Improved customer service has become very important for the very survival and growth of banking sector in the reforms era. The technological advancements, deregulations, and intense competition due to the entry of private sector and foreign banks have altered the face of banking from one of mere intermediation to one of provider of quick, efficient and customer-friendly services. With the introduction and adoption of ICT in the banking sector, the customers are fast moving away from the traditional branch banking system to the convenient and comfort of virtual banking. The most important virtual banking services are phone banking, mobile banking, Internet banking and ATM banking. These electronic channels have enhanced the delivery of banking services accurately and efficiently to the customers. The ATMs are an important part of a bank’s alternative channel to reach the customers, to showcase products and services and to create brand awareness. This is reflected in the increase in the number of ATMs all over the world. ATM is one of the most widely used remote banking services all over the world, including India. This paper analyzes the growth of ATMs of different bank groups in India.
International Scenario

If ATMs are largely available over geographically dispersed areas, the benefit from using an ATM will increase as customers will be able to access their bank accounts from any geographic location. This would imply that the value of an ATM network increases with the number of available ATM locations, and the value of a bank network to a customer will be determined in part by the final network size of the banking system. The statistical information on the growth of branches and ATM network in select countries.

Indian Scenario

The financial services industry in India has witnessed a phenomenal growth, diversification and specialization since the initiation of financial sector reforms in 1991. Greater customer orientation is the only way to retain customer loyalty and withstand competition in the liberalized world. In a market-driven strategy of development, customer preference is of paramount importance in any economy. Gone are the days when customers used to come to the doorsteps of banks. Now the banks are required to chase the customers; only those banks which are customercentric and extremely focused on the needs of their clients can succeed in their business today.

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