Journal Press India®

Relative Contribution of Knowledge Technology Towards Knowledge Capture

Vol 17 , Issue 2 , July - December 2016 | Pages: 57-73 | Research Paper  

https://doi.org/10.51768/dbr.v17i2.172201605


Author Details ( * ) denotes Corresponding author

1. * Mohnish Kumar, Assistant Professor, Dr. Bhim Rao Ambedkar College, University of Delhi, Delhi, India (mk2050@gmail.com)

Purose: This paper tries to investigate the relationship as well as impact of Knowledge Technology (hard factor) along with leadership, organizational culture (soft factors) and their relative
contribution especially Knowledge Technology towards Knowledge Capture. 
Design/Methodology/Approach: A questionnaire consisting of four psychometric instruments has been provided to respondents i.e., to workers and managers spread across various functional groups, managerial levels from six selected organizations operating in different sectors of the Indian economy. A total of 204 fully-filled questionnaires have been received both personally and through emails and digital forms. Data, regarding different aspects of Knowledge Worker viz., their leaders’ behaviors, organizational culture, Knowledge Technology, and Knowledge Capture were collected using questionnaire as given in appendix. Data was statistically treated and analyzed using SPSS software package to obtain results for the stated purpose of the study. 
Findings: Out of the four principal components of leaders’ behaviors, mainly two categories of leadership behaviors viz., democratic practices and expectancy pressure of a leader significantly influence the Knowledge Capture. The Knowledge Technology and organizational culture also influence the Knowledge Capture. However, Knowledge Technology and Leadership play significant but secondary role in the Knowledge Capture, whereas Organizational Culture play primary role in the Knowledge Capture. Laziness of employees and expectancy pressure of a leader have significant negative contribution towards Knowledge Capture. The soft factors influence Knowledge Capture more than hard factor.
Research Limitations/Implications: The findings of this research study are relevant only to culture specific so its applicability beyond Indian subcontinents may not be exact. The study tries to investigate the Knowledge Capture in six organizations operating in different sectors to make it more generalized though; the survey method has its own lacuna. Apart from its limitations, being an empirical research on Knowledge Capture in India, the academicians as well as the practitioners may find it relevant and useful where there is dearth of literature on Knowledge Capture.
Practical Implications: Knowledge Workers prefer more democratic leadership practices in the dimension of Knowledge Capture with specific Knowledge Technology as per their requirements. Leaders should avoid expecting too much from the employees rather a leader should sit together with the employees and jointly set the targets. Incorporation of Knowledge Technology (user idiosyncrasy, contextuality of Knowledge, and intimate connectivity between knowledge and user) is more important for Knowledge Capture. The organizations need to incorporate some incentive schemes for this specific Knowledge Management dimension to avoid laziness of Knowledge Workers. 
Originality/Value: This research study tried to incorporate the most demanding aspect of Knowledge Management involving an integrated, multi-disciplinary, and systematic investigation on Knowledge Capture with relatively unique method. Its findings are quite relevant as there is hardly any study on Knowledge Management in India, in general, and Knowledge Capture, in particular, involving hard and soft factors together.

Keywords

Knowledge Management, Knowledge Capture, Leadership, Organizational Culture, Knowledge Technology, India.

  1. Amabile, T.M. (1996). Creativity in context. New York: Westview Press.
  2. Amabile, T.M., Schatzel, E.A., Moneta, G.B., & Kramer, S.J. (2004). Leader behaviors and the work environment for creativity: Perceived leader support. The Leadership Quarterly, 15(1), 5-32.
  3. Antonakis, J., Avolio, B.J., & Sivasubramaniam, N. (2003). Context and leadership: An examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire. The leadership quarterly, 14(3), 261-295.
  4. Anumba, C.J., Bloomfield, D., Faraj, I., & Jarvis, P. (2000). Managing and exploiting your knowledge assets: Knowledge-based decision support techniques for the construction industry. Construction Research Communications Limited (ISBN 186081 346 1), UK.
  5. Bass, B.M. (1990). Bass and Stogdill’s Handbook of Leadership: Theory, research, and managerial application. New York, USA: The Free Press.
  6. Beckman, T.J. (1999). The current state of knowledge management. Knowledge management handbook, 1(5), 1-1.
  7. Bedeian, A.G., & Glueck, W.F. (1983). Management. New York: CBS College Publishing.
  8. Carrillo, P.M., Anumba, C.J., & Kamara, J.M. (2000). Knowledge management strategy for construction: key IT and contextual issues. Proceedings of CIT, 28-30.
  9. Castells, M. (1996). The Rise of Network Society. Oxford: Blackwell.
  10. Cleveland, H. (1985). The Knowledge Executive. New York, NY: E.P. Dutton.
  11. Craig, R. (2000). KM comes of age- Knowledge management technology information. 2 pages. ENT: Boucher Communications, Inc.
  12. Davenport, T.H., & Prusak, L. (1998). Working Knowledge: How organizations manage what they know. Boston, Massachusetts: Harvard Business School Press.
  13. Davenport, T.H., De Long, D.W., & Beers, M.C. (1998). Successful knowledge management projects. Sloan Management Review, 39(2), 43-57.
  14. Debowski, S. (2006). Knowledge Management. Milton, Australia: John Wiley & Sons.
  15. DeLong, D. (1997). Building the knowledge-based organization: How culture drives knowledge behaviors. Working Paper, Center for Business Innovation, Ernst and Young LLP. Retrieved from http://www.providersedge .com/docs/km_ articles/Buildi ng_th e_ Knowledge-Based_Organization.pdf, Accessed on May 26, 2016.
  16. Deveau, D. (2000). Mind plus matter: Knowledge is business power. Computing Canada, 26(8), 14-15.
  17. Dutt, H. (2006). Role of knowledge manager in knowledge product development evidence from the Indian automotive sector. Delhi Business Review, 7(1), 59-70.
  18. Grover, D., & Banerjee, S. (2005). Building the business relationship through Knowledge Management. Delhi Business Review, 6(2), 69-74.
  19. Guns, W.D., & Välikangas, L. (1997). Rethinking knowledge work: creating value through idiosyncratic knowledge. Journal of Knowledge Management, 1(4), 287-293.
  20. Hansen, M., Nohria, N., & Tierney, T. (1999). What’s your strategy for managing knowledge? Harvard Business Review, 77(2), 106-116.
  21. Hlupic, V., Pouloudi, A., & Rzevski, G. (2002). Towards an integrated spproach to knowledge management: ‘Hard’, ‘Soft’ and ‘Abstract’ Issues. Knowledge and Process Management, 9(2), 90-102.
  22. Kamara, J.M., Anumba, C.J., Carrillo, P.M., & Bouchlaghem, N. (2003). Conceptual framework for live capture and reuse of project knowledge. Proc., CIB W78 International Conference on Information Technology for Construction. New Zealand, 23-25 April, 178-185. Retrieved from http://itc.scix.net/data/works/att/w78-2003-178.content.pdf, Accessed on March 12, 2016.
  23. Kluge, J., Stein, W., & Licht, T. (2001). Knowledge unplugged, Bath, England: Bath Press.
  24. Kumar, M. (2012). Knowledge management: A study of selected organizations. Unpublished Doctoral Dissertation, University of Delhi, Delhi, India.
  25. Kumar, M. (2013). Effect of leadership behaviors on knowledge creation in Indian organizations. Delhi Business Review, 14(2), 57-82.
  26. Kumar, M. (2014). The Relationship of Knowledge Identification and Creation with Leadership, Culture and Technology. IUP Journal of Knowledge Management, 12(2), 7-37.
  27. Liebowitz, J., & Beckman, T.J. (1998). Knowledge organizations: What every manager should know. Florida, USA: CRC Press.
  28. Likert, R. (1961). New patterns of management. New York: McGraw-Hill.
  29. Likert, R., & Likert, J.G. (1976). New ways of managing conflict. New York: McGraw-Hill Book Company.
  30. Maier, D.J., & Moseley, J.L. (2003). The knowledge management assessment tool. Pfeiffer. Retrieved from http://www.pfeiffer.com/WileyCDA/), Accessed on May 21, 2016.
  31. Mead, M. (1949). Coming of age in samoa. New York, NY: New American Library.
  32. Merali, Y. (1997). Information, systems and Dasein. In Stowell, F. , McRobb, I., Landor, R., Ison, R., & Holoway, J., (Eds.), Systems for sustainability: People, organisations and environments, 595-600, Springer, US.
  33. Merali, Y., & Davies, J. (2001). Knowledge capture and utilization in virtual communities. International Conference on Knowledge Capture, K-CAP’01. Victoria, British Columbia, Canada.
  34. Merlyn, P.R., & Välikangas, L. (1998). From information technology to knowledge technology: taking the user into consideration. Journal of Knowledge Management, 2(2), 28-35.
  35. Murthy, K.V.B. (2007). Re-engineering higher education - The knowledge management system. Retrieved from SSRN: http://ssrn.com/abstract=1073742 or http://dx.doi.org/10.2139/ssrn.1073742, Accessed on June 13, 2016.
  36. Newell, S., Robertson, M., Scarbrough, H., & Swan, J. (2002). Managing knowledge work. New York: Palgrave.
  37. Nguyen, H.N., & Mohamed, S. (2011). Leadership behaviors, organizational culture and knowledge management practices: An empirical investigation. Journal of Management Development, 30(2), 206-221.
  38. Nonaka, I., & Takeuchi, H. (1995). The knowledge – creating company: How Japanese companies create the dynamics of innovation. New York: Oxford University Press.
  39. Pareek, U. (1997). Training instruments for human resource development. New Delhi, India: Tata McGraw-Hill Publishing Company Limited.
  40. Pillai, R., Scandura, T.A., & Williams, E.A. (1999). Leadership and organizational justice: Similarities and differences across cultures. Journal of International Business Studies, 30(4), 763-779.
  41. Ryan, J.C., & Tipu, S.A. (2013). Leadership effects on innovation propensity: A two-factor full range leadership model. Journal of Business Research, 66(10), 2116-2129.
  42. Schein, E.H. (1992). Organizational culture and leadership. California, USA: Jossey-Bass- A Wiley Imprint.
  43. Shahin, A.I., & Wright, P.L. (2004). Leadership in the context of culture: An Egyptian perspective. Leadership & Organization Development Journal, 25(6), 499-511.
  44. Sharma, V. (2005). Knowledge management - A HR tool to get competitive edge: An empirical study in telecom sector. Delhi Business Review, 6(2), 51-60.
  45. Sharma, V. (2008). Knowledge management as a turnaround factor for organisational learning and employee satisfaction: An empirical study in pharmaceutical sector. Delhi Business Review, 9(2), 67-78.
  46. Singh, A.K., & Sharma, V. (2008a). Key attributes of successful knowledge management: An empirical study in Telecom and Software Sector. Proceedings of the International Conference on Data Management-2008, (Feburary 25-26) at IMT, Ghaziabad, McMillan Advanced Research Series, Data Management, McMillan Publications, First Edition, 2008, pp.495-502. ISBN 10: 0230-63469-9; ISBN 13: 978-0230-63469-5. 
  47. Singh, A.K., & Sharma, V. (2008b). A Study on implications of culture driven knowledge management on employee satisfaction in Indian telecom sector. In Aktan, Coskun Can, & Dalbay, Ozkan (Eds.), Management and Behaviour in Organizations, 2, Selected Proceedings of the First International Conference on Social Sciences, Organized by Social Sciences Research Society on August 21-22, 2008, at Izmir, Turkey, 15-28. ISBN: 978-605-5741-16-3.
  48. Singh, A.K., & Sharma, V. (2008c). Knowledge management and organizational learning: An empirical study of its implications on employee satisfaction in telecom sector. Published in Corporate Strategies and Innovations in the Emerging Global Economy. Delhi: Wisdom Publications, First Edition, pp.302-318.
  49. Singh, A.K., & Sharma, V. (2008d). Antecedents of knowledge management and its impact on employee satisfaction: A study on Indian telecom sector. Published in Sahay, B.S., Ranjan, J., Thakur, R.R., Nicholas, S. (Eds.), Redefining Business Horizons, Proceedings of the International Conference on Innovation and Redefining Business (IIRB) - 2008, IMT, Ghaziabad, India, pp.18-19 December, 2008, McMillan Advance Research Series, McMillan Publications, First Edition, pp.570-581.
  50. Singh, A.K., & Sharma, V. (2011a). Key attributes of successful knowledge management: An empirical study in telecommunication and software industries. International Journal Business Information Systems, 7(1), 78-92.
  51. Singh, A.K., & Sharma, V. (2011b). Knowledge management antecedents and its impact on employee satisfaction: A study on Indian telecommunication industries. The Learning Organization, 18(2), 115-130.
  52. Singh, A.K., & Kumar, M. (2013). Organizational leadership in India. In Sharma, C.S., & Singh, R.K. (Eds.), Transformational Leadership and Beyond, New Delhi, India: Excel India Publishers, 53-67.
  53. Singh, S.K. (2008). Role of leadership in knowledge management: A study. Journal of Knowledge Management, 12(4), 3-15.
  54. Singh, V.K. (2001). Knowledge management: A necessity in new Millennium. Delhi Business Review, 2(2), 105-108.
  55. Stewart, T.A. (1997). Intellectual capital: The new wealth of organizations. New York, NY: Doubleday.
  56. Tiwana, A. (2000). The knowledge management toolkit: practical techniques for building a knowledge management system. New Delhi, India: Prentice Hall.
  57. Tomblin, M. S., & Maheshwari, S.K. (2004). Value of knowledge assets: Techniques and problems. Delhi Business Review, 5(1), 33-37.
  58. Vera, D., & Crossan, M. (2004). Strategic leadership and organizational learning. The Academy of Management Review, 29(2), 222-240.
  59. Zebrowitz, L.A., Andreoletti, C., Collins, M.A., Lee, S.Y., & Blumenthal, J. (1998). Bright, bad, baby faced boys: Appearance stereotypes do not always yield self-fulfilling prophecy effects. Journal of Personality and Social Psychology, 75(5), 1300-1320.
Abstract Views: 5
PDF Views: 522

Advanced Search

News/Events

Indira School of Bus...

Indira School of Mangement Studies PGDM, Pune Organizing Internatio...

Indira Institute of ...

Indira Institute of Management, Pune Organizing International Confe...

D. Y. Patil Internat...

D. Y. Patil International University, Akurdi-Pune Organizing Nation...

ISBM College of Engi...

ISBM College of Engineering, Pune Organizing International Conferen...

Periyar Maniammai In...

Department of Commerce Periyar Maniammai Institute of Science &...

Institute of Managem...

Vivekanand Education Society's Institute of Management Studies ...

Institute of Managem...

Deccan Education Society Institute of Management Development and Re...

S.B. Patil Institute...

Pimpri Chinchwad Education Trust's S.B. Patil Institute of Mana...

D. Y. Patil IMCAM, A...

D. Y. Patil Institute of Master of Computer Applications & Managem...

Vignana Jyothi Insti...

Vignana Jyothi Institute of Management International Conference on ...

By continuing to use this website, you consent to the use of cookies in accordance with our Cookie Policy.