Knowledge management : why do we need it for corporates

This article gives a brief introduction about Knowledge Management (KM), its need, definition, components, KM assets, challenges and processes of KM initiative at any organisation. It also provides a narration on how the KM initiative has been adopted at ICICI OneSource, to support the achievement of its Business Process Outsourcing objectives. Both knowledge sharing as well as reuse need to be encouraged and recognized at the individual employee level as well as the company level. This is best done by measuring and rewarding knowledgeperformance. Sustained strategic commitment and a corporate culture that is conducive to knowledge-performance are vital for success in Knowledge Management. The paper concludes with suggestions for the implication for policy and future practices

An integrated core competence evaluation framework for portfolio management in the oil industry

Drawing upon resource-based theory, this paper presents a core competence evaluation framework for managing the competence portfolio of an oil company. It introduces a network typology to illustrate how to form different types of strategic alliance relations with partnering firms to manage and grow the competence portfolio. A framework is tested using a case study approach involving face-to-face structured interviews. We identified purchasing, refining and sales and marketing as strong candidates to be the core competencies. However, despite the company's core business of refining oil, the core competencies were identified to be their research and development and performance management (PM) capabilities. We further provide a procedure to determine different kinds of physical, intellectual and cultural resources making a dominant impact on company's competence portfolio. In addition, we provide a comprehensive set of guidelines on how to develop core competence further by forging a partnership alliance choosing an appropriate network topology

The Data Audit Framework: a toolkit to identify research assets and improve data management in research led institutions

Although vast quantities of data are being created within higher education, few institutions have formal strategies in place for curating these research outputs in the longterm. Moreover there appears to be a lack of awareness as to exactly what data are held and whether they are being managed. In response to these concerns the Joint Information Systems Committee (JISC) issued a call for proposals to develop and implement a Data Audit Framework suited to the needs of the UK higher education research communities. The Data Audit Framework (DAF) Development project was funded to produce an audit methodology, online toolkit, and a registry. Four additional implementation projects were funded to test the toolkit and promote its uptake. This paper outlines the audit methodology, introduces the online toolkit, and provides feedback on implementing the Data Audit Framework.

Valuing human resources: perceptions and practices in UK organisations.

Despite Government and academic interest in valuing human resources, there has been relatively little progress in reflecting the value of human resources in UK organisations. This research uses a survey questionnaire to identify perceptions and practices in the area of valuing human resources in three types of UK organizations; traditional companies, knowledge intensive companies and local authorities. The survey focuses on the importance of valuing human resources, current measurement practices, key barriers to the valuation of human resources and the progress expected in this field over five years in UK organisations. Although the majority of respondents identified that the measurement/valuation of human resources was important to their organization, only little or moderate progress in recognizing the worth of human resources in financial statements was expected. The main reasons for this were identified to be lack of understanding and support of the area by others in the organization, particularly senior management, lack of resources, uncertainty as to what information should be reported and lack of precision and reliability in current human resource measures. The research identified that there is more interest in the area from human resource professionals than accounting professionals and that valuation of human resources should be included in internal reports rather than reported externally. More research is now needed, both on conceptual models for valuing human resources within organizations and empirical research focusing on issues such as gaining commitment to valuing of human resources by senior management, the development of systems of valuing human resources, how systems to value employees, when developed, are implemented in organisations and the consequences, both intended and unintended of how the systems operate in practice

Investing in Curation: A Shared Path to Sustainability

No abstract available

An ISM Approach to Evaluate Critical Success Factors for Knowledge Management in the Kingdom of Saudi Arabia

The Kingdom of Saudi Arabia (KSA) government aims to reduce fiscal deficit by improving efficiency, reducing costs, as well as its subsidies. This often calls for the creation, use and exploitation of new knowledge. Therefore, knowledge assets must be properly managed to provide an environment for well-informed decisions. The aim of this chapter is to investigate the critical success factors (CSFs) for effective implementation of Knowledge Management (KM) strategies in the KSA public sector organisations. Semi-structured interviews with 42 public sector directors and managers were conducted. Nine key CSFs were revealed. The association between the identified factors is established by employing an interpretive structural modelling methodology. The Matrix of Cross-Impact Multiplications Applied to Classification analysis is carried out for identifying the factors having high influential power. The results indicated that ‘leadership’ and ‘organisational culture’ are the most significant critical success factors having highest driving power. The chapter concludes that leadership plays a key role in implementing KM strategies in the KSA. Leadership is about preparing organisation with a KM vision and values. The findings of this research provide valuable insight and guidance which will help the public sector decision makers to accomplish KM strategies effectively

Marketing management capability:the construct and its dimensions: an examination of managers’ and entrepreneurs’ perceptions in a retail setting

Purpose: This paper aims to explore the relationship between corporate cultural/intangible assets and marketing capabilities by examining managers’ and entrepreneurs’ perceptions in a retail setting.Design/methodology/approach: Nineteen face-to-face interviews were conducted with UK small and medium sized enterprise (SMEs) managers and entrepreneurs to identify six sub-capabilities that form marketing capability. The authors further validated the relationship between marketing sub-capabilities and its antecedent tangible and intangible assets. The qualitative approach used provided a deeper insight into the motivations, perceptions and associations of the stakeholders behind these intangible concepts, and their relationships with their customers.Findings: The research identified that there is a strong relationship between tangible and intangible assets, their components and the following capabilities: corporate/brand identity management, market sensing, customer relationship, social media/communication, design/innovation management and performance management. In addition, companies need to understand clearly what tangible and intangible assets comprise these capabilities. Where performance management is one of the key internal capabilities, companies must highlight the importance of strong cultural assets that substantially contribute to a company’s performance.Originality/value: Previous work on dynamic capability analysis is too generic, predominantly relating to the manufacturing sector, and/or focussing on using a single case study example. This study extends the concept of marketing capability in a retail setting by identifying six sub-capabilities and describing the relationship of each with tangible and intangible assets. Through extensive qualitative analysis, the authors provide evidence that by fully exploiting their embedded culture and other intangible components, companies can more favourably engage with their customers to attain a sustainable competitive advantage.</p

Philanthropy of Community Instrument 2: Measuring and Valuation of Assets (PMVA).

This is one of several instruments which have been developed to deepen the practice of grantmakers, using the lens of philanthropy of community (PoC). It is useful for measurement and validation of community assets

Towards a knowledge management assessment tool : the operations management perspective

Copyright and all rights therein are retained by the authors. All persons copying this information are expected to adhere to the terms and conditions invoked by each author's copyright. These works may not be re-posted without the explicit permission of the copyright holdersPractitioners are often confused by the wide range of Knowledge Management (KM) solutions that researchers and consultants offer. Part of this confusion is because they cannot determine how these solutions fit into their existing KM systems. KM assessment should be the starting point for any KM initiative yet extant literature provides little guidance in this area. In this paper we propose a tool that organisations can use to assess their Knowledge Management (KM) practices in order for them to make informed decisions and invest wisely. To that end we propose the Operations perspective of KM which encapsulates existing thinking. Our proposal goes further to outline key elements that a KM assessment tool must have and review existing tools against these elements. The KM assessment tool proposed in this paper has its roots in Quality literature and is ideal for assessing as well as designing KM systemsFinal Published versio