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Article
Publication date: 13 February 2009

Varintorn Supyuenyong, Nazrul Islam and Uday Kulkarni

Much of the literature on knowledge management (KM) has focused on KM practices in large organisations where KM seems to encompass every KM process from capture of knowledge to…

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Abstract

Purpose

Much of the literature on knowledge management (KM) has focused on KM practices in large organisations where KM seems to encompass every KM process from capture of knowledge to its eventual reuse. Small and medium‐sized enterprises (SMEs) practise KM processes to a lesser degree or differently owing to their special characteristics and limitations. The purpose of this study is to understand how the special characteristics of SMEs influence their KM processes.

Design/methodology/approach

An in‐depth exploratory research study using a multi‐case design was conducted in four SMEs in Thailand. Four enterprise resource planning (ERP) service providers – two locally owned and two subsidiaries of multinational companies – participated in this qualitative study.

Findings

The analysis demonstrates that, in general, ownership and management structure as well as culture and behaviour characteristics of SMEs seem to have a more positive effect than other SME characteristics on KM processes. System, process and procedure, and customer and market characteristics have a more moderate effect. Human capital management seems to hinder somewhat rather than facilitate KM processes.

Research limitations/implications

The study covers four organisations; all are ERP service providers. Hence, the results may not directly apply to other types of business such as manufacturing or trading.

Originality/value

The findings may be used as prescriptions for improving KM practices in SMEs. Further, this study may also serve as a basis for future quantitative research studies constructed to generalise these findings.

Details

Journal of Enterprise Information Management, vol. 22 no. 1/2
Type: Research Article
ISSN: 1741-0398

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Article
Publication date: 30 October 2007

Ronald D. Freeze and Uday Kulkarni

The purpose of this paper is to show that separate sources of knowledge are identified, described and clearly defined as organizational intangible knowledge assets. These

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Abstract

Purpose

The purpose of this paper is to show that separate sources of knowledge are identified, described and clearly defined as organizational intangible knowledge assets. These knowledge assets are referred to as knowledge capabilities (KCs). knowledge management (KM) is utilized to leverage these assets with a view to systematic improvement in the process of achieving increased firm performance.

Design/methodology/approach

In this paper knowledge capabilities are described in terms of their knowledge life cycle, tacit/implicit/explicit nature of knowledge, technology and organizational processes that encompass a firm's human capital identified as knowledge workers.

Findings

The paper finds that five knowledge capability are presented and described as expertise, lessons learned, policies and procedures, data and knowledge documents.

Research limitations/implications

The paper shows that knowledge assets can be measured and improved in order to investigate causal relationships with identified measures of performance.

Practical implications

The paper shows that by explicitly describing these knowledge assets, the KM activities within organizations can more effectively leverage knowledge and improve performance.

Originality/value

The paper sees that by drawing from both resource based and organizational learning literature, a knowledge management framework is presented to describe distinctly separate sources of knowledge within organizations. These knowledge sources are constructed as knowledge capabilities that can allow the assessment of organizational knowledge assets.

Details

Journal of Knowledge Management, vol. 11 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

Available. Content available
Article
Publication date: 13 February 2009

Yogesh K. Dwivedi and Anastasia Papazafeiropoulou

2018

Abstract

Details

Journal of Enterprise Information Management, vol. 22 no. 1/2
Type: Research Article
ISSN: 1741-0398

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Case study
Publication date: 28 March 2014

Shamkant Damle and Debjit Roy

Quality management among multiple business units of a large organization is often difficult if each unit is run independently in terms on their quality standards. In this case…

Abstract

Quality management among multiple business units of a large organization is often difficult if each unit is run independently in terms on their quality standards. In this case, participants will discuss how Bukhari Group of Companies should establish a common brand image through standardized quality. Participants should also understand that common brand image for diverse products does not mean identical level of rejection or customer complaints. It should be understood that different markets have different tolerance for product failures. The participants can chalk out the measures the protagonist of the case should be able to take to effectively steer the Bhukari Group to achieve profits and excellence.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Available. Open Access. Open Access
Article
Publication date: 10 December 2024

Kamaljit Singh, Jasvinder Kaur and Simmi Vashishtha

The purpose of this study is to conduct a critical review of the operational and financial trends of Uttar Haryana Bijli Vitran Nigam Limited and Dakshin Haryana Bijli Vitran…

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Abstract

Purpose

The purpose of this study is to conduct a critical review of the operational and financial trends of Uttar Haryana Bijli Vitran Nigam Limited and Dakshin Haryana Bijli Vitran Nigam Limited. Furthermore, the study aims to determine whether loss-making utilities would benefit from adopting the strategic model employed by Haryana.

Design/methodology/approach

Time series data from 2005–2006 to 2022–2023 is analysed using various significant accounting ratios and operational and financial performance parameters to assess the annual performance over the period.

Findings

The substantial operational and financial performance results of UHBVNL and DHBVNL indicate that from 2017 to 2018 onwards, the power discoms started performing well and are in an improving stage. These results create a strong profile for the utilities, suggesting that their model could be a viable solution for other loss-making power distribution companies.

Practical implications

As a policy recommendation, rather than privatizing the discoms, authorities should study the strategic model of profit-making states like Haryana and implement it in other states without any political interference.

Originality/value

The relevant research questions addressed are: What best practices have Haryana power discoms adopted to enhance financial performance and minimize losses? What lessons can other loss-making state-owned power discoms learn from Haryana? Can Haryana power discoms be a benchmarking model for public and private discoms operating at a loss?

Details

LBS Journal of Management & Research, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0972-8031

Keywords

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Article
Publication date: 15 September 2021

Srinivas Rao Sriram, Saidireddy Parne, Venkata Satya Chidambara Swamy Vaddadi, Damodar Edla, Nagaraju P., Raji Reddy Avala, Vijayakumar Yelsani and Uday Bhasker Sontu

This paper aims to focus on the basic principle of WO3 gas sensors to achieve high gas-sensing performance with good stability and repeatability. Metal oxide-based gas sensors are…

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Abstract

Purpose

This paper aims to focus on the basic principle of WO3 gas sensors to achieve high gas-sensing performance with good stability and repeatability. Metal oxide-based gas sensors are widely used for monitoring toxic gas leakages in the environment, industries and households. For better livelihood and a healthy environment, it is extremely helpful to have sensors with higher accuracy and improved sensing features.

Design/methodology/approach

In the present review, the authors focus on recent synthesis methods of WO3-based gas sensors to enhance sensing features towards toxic gases.

Findings

This work has proved that the synthesis method led to provide different morphologies of nanostructured WO3-based material in turn to improve gas sensing performance along with its sensing mechanism.

Originality/value

In this work, the authors reviewed challenges and possibilities associated with the nanostructured WO3-based gas sensors to trace toxic gases such as ammonia, H2S and NO2 for future research.

Details

Sensor Review, vol. 41 no. 4
Type: Research Article
ISSN: 0260-2288

Keywords

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Article
Publication date: 12 October 2015

Atul Arun Pathak

Aims to describe the key role of human resource management (HRM) in providing a better workplace environment to women employees at NobelTek, India, thereby stemming attrition and…

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Abstract

Purpose

Aims to describe the key role of human resource management (HRM) in providing a better workplace environment to women employees at NobelTek, India, thereby stemming attrition and increasing employee satisfaction.

Design/methodology/approach

Describes how a few simple changes made by HR managers to the workplace layout and design can make a tremendous difference to the life of women, especially expectant mothers. Draws on interviews with the company management team and the author’s observations.

Findings

Shows that, quite often, poorly designed workplaces mean that women cannot deliver to their full potential. HRM can play a key role in improving this.

Practical implications

Reveals how HRM’s interventions led to employees continuing to contribute to software-development projects and managing their own health and well-being simultaneously. This means that the talent and experience of women employees remain available to the company.

Social implications

Research shows that many women withdraw from the formal economy, either temporarily or permanently, when they become mothers, or are about to become mothers. HRM can play a crucial role in ensuring that women stay in employment longer and continue to contribute to the economy during their pregnancy. This not only benefits the company but also the economy and society as a whole.

Originality/value

Considers the context of expectant mothers working in the software industry. Provides insights into how the challenges faced by expectant mothers can be reduced and overcome by well-designed and implemented HRM practices.

Details

Human Resource Management International Digest, vol. 23 no. 7
Type: Research Article
ISSN: 0967-0734

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Article
Publication date: 1 September 2004

Rajesh Kumar, Tore Markeset and Uday Kumar

As industrial products are becoming more advanced and complex, the role of supporting services needed to exploit a product's function to an agreeable performance is becoming…

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Abstract

As industrial products are becoming more advanced and complex, the role of supporting services needed to exploit a product's function to an agreeable performance is becoming increasingly important. To achieve the best performance, industrial customers are entering into service contracts with the original equipment manufacturers (OEM) or independent service providers. This, in turn essentially involves service contract negotiation between OEM/service provider and the client. If such contracts are not negotiated carefully, it may lead to conflict and poor system performance. To achieve a win‐win situation for both parties, aspects such as what services to deliver, who is to deliver them, how they are to be delivered and received, and at which performance level, need to be considered in the negotiation process and agreed upon by both the provider and the client. A conceptual framework has been developed for service delivery negotiation process based on review of literature and analysis of results from a survey conducted to study the existing approaches being practiced by the industrial organizations to negotiate a service contract.

Details

International Journal of Service Industry Management, vol. 15 no. 4
Type: Research Article
ISSN: 0956-4233

Keywords

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Article
Publication date: 1 February 2016

Seeta Gupta and A. Uday Bhaskar

Given the increasing global significance of Indian markets, multi-national corporations (MNCs) are keen to do business here; however, cross-cultural issues can be barriers in…

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Abstract

Purpose

Given the increasing global significance of Indian markets, multi-national corporations (MNCs) are keen to do business here; however, cross-cultural issues can be barriers in managing human resources (HR) in international businesses. The purpose of this paper is to understand how MNCs can successfully do business in India, with special reference to cross-cultural issues and management of HR.

Design/methodology/approach

In-depth interviews were conducted with executives working in MNCs and Indian MNCs based in India and abroad. Respondents were senior professionals, working in diverse sectors and had global work experience for about five years. Majority of the interviews were conducted in Delhi and some were conducted in Singapore. Interviews responses were qualitatively analysed.

Findings

Findings reveal that MNCs wanting to do business in India need to have a long-term business focus, a well-defined expatriate policy and deep pockets to experience growth and payoffs on investments. In order to be successful, they need to understand India culturally and geographically, build trusting relationships with HCNs, partner with local players who are familiar with domestic challenges and localize the best practices of the west. Attrition and retention being the major challenges in India, compensation alone is not enough to attract and retain talent. Understanding Indian psyche and offering individuals a unique value proposition such as challenging roles and professional growth is imperative for creating an attractive employer brand in order to win the war for talent.

Research limitations/implications

Though sample size is small, this research has implications for MNCs operating in India or planning to set up Indian operations.

Originality/value

Inferences have been drawn out of primary data collected from senior executives who were handling core MNC operations and sharing their wealth of experience. The findings give fresh insights into the whole issues of MNC management involving cross-cultural and HR issues.

Details

Cross Cultural & Strategic Management, vol. 23 no. 1
Type: Research Article
ISSN: 2059-5794

Keywords

Abstract

Details

Future Feminisms
Type: Book
ISBN: 978-1-83797-414-6

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