Knowledge Management and Organizational Performance in Pakistani Think Tanks

Acceptance of knowledge as strategic resource and increased interest towards Knowledge Management (KM) is guiding the way towards knowledge era. Rhetoric nature of knowledge, knowledge work and knowledge worker strongly demand for KM. Many countries had already adopted their knowledge goals and few still need the consideration. Among knowledge intensive organizations (KIOs) Think Tanks (TT) are unique being policy research intensive organizations. Think Tanks could serve as a bridge between state and society and their performance will have impact on both. Complex policy making process increases the challenge of measuring the influence of TT and knowledge management will strengthen them to meet the challenge. Pakistani TTs can build right national image which is highly ignored. Pakistani TTs, apparently unaware of KM, are not only having treasure of Knowledge Resources (KR) but also using KM to enhance their organizational performance (OP). KRs are found more important for them to perform than material resources. Their knowledge capital (KC) highly depends on their human and social capital. Moreover cultural values and norms, multiple languages, knowledgeable leadership and national spirit have impact on OP. They take dual credit of having impact on governmental policies-macro level and people’s perception-micro level. KM-OP relationship is of current interest in the relevant literature and practice. Complex multi- dimensional nature of KM demands for concept clarity and surety. Literature mostly presents the link for specified dimension and explicit KM programs but silent on its cohesive view. Knowledge and its management are independent of any explicit definition and implementation. Literature and practice provides several example of KM failure because some specified dimension of it was selected and attempted for implementation. KM aligned with Organizational Strategy (OS) will underpin suitable processes, functions, methodology, technology, behaviour and structure in reference to strategic resource knowledge to achieve OP

An empirical investigation into knowledge management in pakistani think tank

Knowledge management can play a central strategic role in organisational life, potentially initiating from strategy planning to performance achievement. The continuous adjustment of organisational strategy and performance can be powerful in knowledge intensive organisations such as think tanks. Think tanks are policy research organisations, usually of small to medium size, and non-profit in nature. The Pakistani think tank ‘industry’ is at an important tipping point in terms of establishing knowledge ‘impact’ for the state and the wider society. Think tank organisations are gaining dual attention for creating awareness in society and suggesting policies to the state. The central purpose of this research is to provide an explanation of why and how knowledge management plays a role within think tanks, especially with regards to organisations linking strategy and performance. It also seeks to provide evidence from Pakistani think tanks providing suggestions for organisational improvement that may be applicable to think tanks in other developing countries. A thorough literature review from the field of knowledge management includes knowledge, knowledge management, and the strategic relationship of knowledge management, organisational strategy and organisational performance. Specifically, the research seeks to analyse knowledge management in social sciences policy research think tanks based in Islamabad, the capital of Pakistan. The participation of eight think tanks provided access for field visits to conduct interviews, observations and document collection. From the findings, it is recommended that consciousness towards knowledge management can highlight the natural and independent process to keep organisational strategy and performance improving continuously in a cyclic manner. Knowledge resources with Pakistani think tanks demand proper recognition and valuation, as they are potentially being worth more compared to material resources. Amongst the knowledge resources, cultural values and norms, multilingual skills, ‘friendly’ internal environments and leadership are found to be important. The strength of Pakistani think tanks is in their Relational Capital, which they appear to be utilising. Informal-Tacit knowledge management practices are highlighted more in the context, though gaps do appear to exist for formal practices. It is suggested that think tanks could further enhance real visibility through their Relational Capital and making use of tacit informal practices leading to friendly, multilingual and effectively leadership cultures with positive values. Think tanks have the potential to help provide solutions during turbulent times, both leading and managing knowledge – effecting a positive impact upon both state and societ

An Empirical Investigation into Knowledge Management in Pakistani Think Tanks

Knowledge management can play a central strategic role in organisational life, potentially initiating from strategy planning to performance achievement. The continuous adjustment of organisational strategy and performance can be powerful in knowledge intensive organisations such as think tanks. Think tanks are policy research organisations, usually of small to medium size, and non-profit in nature. The Pakistani think tank ‘industry’ is at an important tipping point in terms of establishing knowledge ‘impact’ for the state and the wider society. Think tank organisations are gaining dual attention for creating awareness in society and suggesting policies to the state. The central purpose of this research is to provide an explanation of why and how knowledge management plays a role within think tanks, especially with regards to organisations linking strategy and performance. It also seeks to provide evidence from Pakistani think tanks providing suggestions for organisational improvement that may be applicable to think tanks in other developing countries. A thorough literature review from the field of knowledge management includes knowledge, knowledge management, and the strategic relationship of knowledge management, organisational strategy and organisational performance. Specifically, the research seeks to analyse knowledge management in social sciences policy research think tanks based in Islamabad, the capital of Pakistan. The participation of eight think tanks provided access for field visits to conduct interviews, observations and document collection. From the findings, it is recommended that consciousness towards knowledge management can highlight the natural and independent process to keep organisational strategy and performance improving continuously in a cyclic manner. Knowledge resources with Pakistani think tanks demand proper recognition and valuation, as they are potentially being worth more compared to material resources. Amongst the knowledge resources, cultural values and norms, multilingual skills, ‘friendly’ internal environments and leadership are found to be important. The strength of Pakistani think tanks is in their Relational Capital, which they appear to be utilising. Informal-Tacit knowledge management practices are highlighted more in the context, though gaps do appear to exist for formal practices. It is suggested that think tanks could further enhance real visibility through their Relational Capital and making use of tacit informal practices leading to friendly, multilingual and effectively leadership cultures with positive values. Think tanks have the potential to help provide solutions during turbulent times, both leading and managing knowledge – effecting a positive impact upon both state and society

Strategic Management Model with Lens of Knowledge Management and Competitive Intelligence: A Review Approach

Purpose: First purpose of this study is to discuss the synergic and separate use of knowledge and intelligence, via knowledge management and competitive intelligence, in each stage of strategic management process. Second purpose is to discuss the implications of each stage of strategic management process for knowledge management and competitive intelligence and vice versa. Methodology/Design/Approach: A systematic literature review was performed within timeframe of 2000 to 2016. Extracted information from reviewed studies was synthesized and integrated in strategic management model of Fred David. Findings: A strategic management model with lens of knowledge management and competitive intelligence is proposed. Each stage of knowledge management process has implications for knowledge management and competitive intelligence and vice versa. In addition, synergic and separate use of knowledge and intelligence results in effective decision making leading to competitive advantage. Research Limitations: Learning curve of knowledge management and competitive intelligence and being limited to use of Fred David model are among key limitations. Practical Implications: Experts of knowledge management, competitive intelligence, and strategic management can use this study to gain competitive advantage based on knowledge and information resources. Organizations should have knowledge management function as well as competitive intelligence to support the strategy formulation, implementation and evaluation. Social Implications: Readers can take a view that how they can manage their knowledge and information resources from a strategic perspective? Originality/Value:. This study proposes a strategic management model with lens of knowledge management and competitive intelligence. Model discusses the ways for synergic and separate use of knowledge and intelligence in each stage of strategic management, leading to competitive advantage. In addition it discusses the holistic and integrated implications of knowledge management and competitive intelligence for each stage of strategic management process and vice vers

Indian Cannabis Farming Policies and Use of FinTech to Improve Related Legalities

The chapter proposes a vigilant approach towards the demand of legalising cannabis. It explains the opportunities of Fintech to develop legal, safe, and flexible transactions in the industry which is considered illegal in many countries. The chapter presents the cases of the Jammu and Kashmir, India to grow and manufacture licensed cannabis compounds, making upon indigenous knowledge, culture, and nourishing environment. It also accounts to mitigate the risk around related illegal activities. There are a few pharmaceutical manufacturing companies producing cannabis-based drugs, but they do not own farms, and source it from a few utilizing farmlands. Some big companies have started utilizing blockchain technologies, raising opportunity to test further possibilities through blockchain, cryptography, digital identity cards, etc. The chapter presents findings from a survey in the Jammu and Kashmir, India, capturing perceptions about cannabis farming, cannabis-based medicine, financial transaction challenges, and the use of Fintech in legal use of cannabis

Gender, employment and careers in Pakistan

This chapter looks at women’s labour market position in Pakistan, and examines the religio-cultural, economic and legal factors that determine and affect their career progress. The context is a long-established tradition of a lack of female participation in formal, paid employment (though many do work in a vast ‘informal sector’); a clear division in the economic sectors in which men and women are active; and a stark contrast between men and women in the labour market hierarchy. It is noted, however, that economic necessity, technological change and a trend to delay marriages are militating to promote female participation in economic activity, and that women’s empowerment schemes, examined in the chapter, will also contribute to this. Undoubtedly, these factors and interventions will make a difference to many individual women’s lives, but whether they are sufficient to promote wider change in the economic structure remains in question

Think tank Organizations : a knowledge bridge connecting state and society

Turbulent times are wishfully looking at Think Tank (TT) organizations which might be of hope for nation’s betterment. To bring legitimacy to the policy making process and to act as a bridge between state and society, TTs could perform as knowledge bridge. TTs could be fruitful if they are managing their knowledge well and are better performing organizations, where performance goals are aligned to their Organizational Strategy (OS). Moving towards knowledge era, realization of knowledge capital and its management have additional importance for knowledge intensive organizations like TTs. An organization with a strategy to do policy research could make good use of Knowledge Management (KM) to enhance their dual impact to influence states policy and social renewal. TTs effectiveness is its policy influence and efficiency is its social understanding. The studies contribution becomes more important for Pakistani context- an emerging economy, political instability, and social diversity

Doing without knowing: an exploration of knowledge management in think tanks

The management of knowledge in think tanks (an under-represented research context) implies participants’ awareness of knowledge management tools and techniques. To date, research on knowledge management presumes that organisations are fully aware of formal knowledge management practices. The research examines the process of knowledge management within Pakistani think tanks to explore if both tacit (informal) and explicit (formalised) knowledge management practices exist, and whether they are independent of the knowledge workers’ awareness of these practices. Data was collected through interviews, observations, and extensive document collection and then analysed using a knowledge-based view. The results show that Pakistani think tanks are managing both tacit and explicit knowledge independently of an awareness of the existence of the tools and techniques that are available to do so. This paper contributes to existing knowledge management literature by providing a framework for knowledge management independence and explaining the phenomenon. The paper provides practical and social implications that relate to think tanks and similar institutional contexts