Telecommunications convergence: how to profit from the convergence of technologies, services, and companies
Beyond Knowledge Management: New Ways to Work and Learn
Beyond Knowledge Management: New Ways to Work and Learn
Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation
Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation
Decision Support Systems and Intelligent Systems
Decision Support Systems and Intelligent Systems
Working Knowledge: How Organizations Manage What They Know
Working Knowledge: How Organizations Manage What They Know
A Review of Metrics for Knowledge Management Systems and Knowledge Management Initiatives
HICSS '04 Proceedings of the Proceedings of the 37th Annual Hawaii International Conference on System Sciences (HICSS'04) - Track 8 - Volume 8
Assessing Knowledge Management Success/Effectiveness Models
HICSS '04 Proceedings of the Proceedings of the 37th Annual Hawaii International Conference on System Sciences (HICSS'04) - Track 8 - Volume 8
Knowledge Management: An Organizational Capabilities Perspective
Journal of Management Information Systems
Journal of Management Information Systems
Development of temporal confirmation model for knowledge management solution implementation
International Journal of Business Information Systems
International Journal of Business Information Systems
International Journal of Business Information Systems
International Journal of Business Information Systems
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In today's turbulent environment, KM is considered much more than a buzzword; rather it has emerged as a critical competitive differentiator – a delicate balance of people, processes and tools. The aim of this paper is to provide the empirical support for successful implementation of knowledge management (KM) in Indian telecom and software industries, that have, to date, received very little attention in the literature. This paper is based on an empirical study conducted on 80 knowledge workers, project managers, team members, consultants, researchers and designers randomly drawn from Indian telecommunication and software industries, using a detailed questionnaire survey. Statistical analytical tools like coefficient of correlation and other descriptive statistics scores have been used for presenting the data. The results revealed sufficient evidence to establish a correlation between organisational culture, organisational learning, collaboration, innovation and KM. The factors described in this paper are based on the existing KM practices at organisations with well-established KM programs. These can serve as pragmatic guidelines for KM practitioners in developing knowledge culture.