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This paper aims to examine the role of employee engagement (EE) as a mediator in the relationship of extra-role performance (ERP) with leader member exchange (LMX), high-involvement human resource practices (HI HRPs) and employee resilience (ER) in the emerging service sector organizations in India.

Data have been gathered from 328 employees from executive and non-executive grades from metro rail organizations of North India through structured questionnaire. Before analysis, missing data and outliers were examined. Structure equation modelling (SEM) and confirmatory factor analysis have been performed to analyse the hypothesized model.

Findings reveal that all the constructs taken in the study – LMX, HI HRP and ER – had a positive influence on employees’ ERP through EE.

This study is helpful in providing better understanding of the predictors of EE and the way it affects employees’ ERP for researches that are aiming to conduct related research studies in an Indian context. To achieve higher employee performance, organizations need to identify factors or drivers that potentially increase the EE levels, thereby, increasing the employees’ performance. This will also help HR practitioners in shaping and formulating effective organizational policies and practices.

This study has considered the emerging service sector organizations in India that have not been endeavoured before as earlier studies concentrated more on Western countries. The result of the study is congruent with that of the previous studies by establishing a positive relationship between EE and employees’ ERP and also concludes that LMX, HI HRP and ER have positive influence on EE.

Managers in many organizations have indicated that in today's highly competitive environment, knowledge management will be the key to organizational success in this millennium. This paper aims to analyze how the organizational culture and organizational learning impacts knowledge management, and ultimately the satisfaction of employees working in the firm.

A survey instrument comprising organisational culture ethos, organisational learning diagnostics, KM orientation and employee satisfaction was developed. Through a postal and personal survey, data were collected from the telecom sector in India. The sample included 80 knowledge workers, project managers, team members, consultants, researchers and designers randomly drawn from Indian telecom companies.

The survey instrument was shown to be both reliable and valid. Statistical analytical tools such as F‐test, t‐test, ANOVA coefficient of correlation and multiple regressions and other descriptive statistics scores have been used. The results of the data analysis revealed sufficient evidence to establish a correlation between organisational culture, organisational learning, KM and employee satisfaction.

The accuracy of the analysis is dependent on the accuracy of the data reported by selected organizations.

The results of this study would help telecom organisations to better understand the KM discipline, to facilitate its adoption and to prioritise its practices. Academics can use the results to build models that would further expand the KM domain.

This study is probably the first to systematically determine the antecedents of KM implementation in the Telecom sector in India. It offers a beneficial source of information to telecom organisations, which are still lagging far behind when it comes to KM practices.

The environmental challenges of digitalization, globalization, and industrialization, which are growing at a fast pace, require serious attention. As a result, the old structures of the education system established in pre‐independent India and in place during most of the twentieth century are now required to undergo drastic changes. The introduction of ICT and knowledge management systems (KMSs) in Indian education for achieving these new visions would require enormous changes in the system. Therefore, the aim of this paper is to analyze the perception of teachers about KM orientation in Indian engineering institutions in the National Capital Region and to propose a conceptual model to assess KM orientation in private engineering institutes in India.

Research data were collected using a questionnaire from teachers of private engineering colleges of the National Capital Region in India. A total of 200 questionnaires were distributed to the teachers in private engineering colleges of the National Capital Region in Ghaziabad covering about ten private engineering colleges in the region. The validity of the constructs was assessed by means of factor analysis and the reliability of the scales was judged using Cronbach's α.

Factor analysis produced five factors of KM orientation after deleting those items with a factor loading of less than 0.50. The results indicate that five attributes – i.e. knowledge acquisition, knowledge dissemination, leadership, culture and technology – are important dimensions of knowledge management orientation in engineering institutions.

This paper can provide reflections and inputs to other technical institutions for developing a successful knowledge management framework.

The paper reveals the knowledge infrastructure and resources used by Indian engineering institutions as a benchmark for better performance.

From an examination of the literature, only a few studies of application of knowledge management in engineering colleges have been reported in India, which reveals that KM as a tool in higher education has not received much attention.