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The purpose of this paper is to identify just rightsizing practices in a manufacturing organization in an attempt to redefine organizational justice.

A total of 177 individuals were interviewed in an Indian manufacturing organization and their perspectives of the rightsizing processes are outlined, compared and contrasted to identify just rightsizing practices in the organization.

A number of practices at the initial stage of rightsizing are seen as being implemented to the same extent by all the three categories of individuals – implementers, stayers and separated. Therefore, justice is seen to be maximized. Practices concerning the actual process of separation and afterwards, such as communication, arranging for graceful exits, leadership, evaluation of the processes and assistance programmes for the stayers and separated, need to be improved upon.

The model is used to study already implemented rightsizing processes. Therefore, though it is suggested that the model can be used to design just processes an empirical proof of the same cannot be provided at this stage.

The model provides an internal benchmark for the organization in how just the rightsizing processes are with regard to its impacts on those most affected by the processes.

The purpose of this paper is to trace and understand informal knowledge sharing networks for various competencies in project teams. This will help establish a baseline and thereby enable further knowledge management interventions to be outlined.

Two project teams were identified for this study. While one of the teams had a semi‐structured knowledge management system already in place, the other had not adopted any knowledge management practices. The knowledge network analysis was rolled out for both the teams for the competencies that they were working on. This was more of an exploratory study. The results are compared across both the teams and inferences are made on the knowledge networks for the teams.

The various measures involved in social network analysis can help from a knowledge management perspective to: identify experts; provide indicators to the extent of knowledge sharing for various competencies; and baseline current knowledge management practices in a team.

This methodology would not be very feasible for large teams with more than 500 people.

This is a very useful diagnostic tool for managers to know more about the knowledge sharing dynamics in their teams. This may help them design interventions to build the capabilities of key team members along specific knowledge areas.

The paper provides indicators on the capability of the teams and their knowledge repositories based on the interactions between them.