Role of knowledge infrastructure capabilities in knowledge management

Abstract

PurposeIn a progressively more knowledge‐dependent economy, businesses need to learn to harness the knowledge that resides within their organizations. However, organizations often find it challenging to manage this most important asset that people possess. Researchers have asserted that it is mostly organizational factors that pose a challenge to the management of knowledge. The purpose of this paper is to examine the role of knowledge infrastructure capability in knowledge management (KM) practices within an organization.Design/methodology/approachThis paper employs a single case study strategy to explore the objective. A medium‐sized, global Indian IT solutions company, headquartered in Bengaluru, India (MindTree Ltd) was chosen, as this company is admired globally for its KM initiatives and also featured in the Globally Most Admired Knowledge Enterprises (MAKE) list in 2010. Research methods included in‐depth, semi‐structured interviews with key informants, as well as non‐obtrusive participant observation.FindingsThe study's findings show the relevance of knowledge infrastructure capability in KM excellence. The case highlights the role of a knowledge‐sharing culture throughout management systems and routines. The findings also suggest that organizational structure plays a facilitating and steering role in developing the culture of knowledge.Research limitations/implicationsThe issues identified are explored in a single case‐study setting. Future research could look at the relevance of the findings to other similar settings and in multi‐site settings, to bring about a wider theoretical generalization.Practical implicationsThis study will help managers to understand the role of knowledge infrastructure capabilities in KM success and will help them to devise further studies to realize the full potential of KM initiatives.Originality/valueThis paper adds empirical insight from the Indian ITES industry on existing literature concerning KM.

Exploration Participants Engagement in Organisational Knowledge Sharing

“…For the first step, KM systems are selected using the winner list of Globally Most Admired Knowledge Enterprises (MAKE) reward. The MAKE award, initiated by Teleos in association with the KNOW network, focuses on the knowledge process in organisations (Pandey and Dutta, 2013). Although, it is difficult to position a KM system independently in either supply-side or demand-side KM, or a combination of the 2, the foundation of KM systems addresses one of the approaches.…”

Firm Performance in the Context of Knowledge Based Intensive Sector: A Theoretical Review

“…It is emerging from the reviewed literature that the constructs are operationalized via indicators that have phenomenological consequences when considered in the perspective of building a relationship. It is such a phenomenon that seems to anchor the constructs in business practices whose outcomes link with strategic concerns in organizations (Pandey & Dutta, 2013). For example, indicators of quality are evident as well as quality dimensions of performance, conformance to specification, serviceability features, aesthetics, reliability and durability as well as quality planning processes such as innovation and product development as found in the work of Juran (1985).…”

How preference markets assist new product idea screening

“…It offers new evidence to support the notion that in large, research-based companies these tools enhance the innovation process. Also, we highlight that effective knowledge management for NPD requires an appropriate infrastructure (Pandey & Dutta 2013), in this case in the form of a contest combining the advantages of a crowd and a management committee.…”