Knowledge management structure and human capital development in Indian manufacturing industries

M. Birasnav · Santosh Rangnekar

52 citations0/0 files storedBusiness Process Management Journal

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Knowledge Management and Sharing Innovation and Knowledge Management Intellectual Capital and Performance Analysis

Abstract

Purpose Organizations are constantly striving to develop and enhance knowledge of employees who involve in strategic business processes by which they aim for an organizational knowledge creation to achieve a competitive advantage. Accordingly, they encourage employees to involve in basic knowledge management (KM) processes and establish infrastructure, particularly, supportive culture and communication facilities for knowledge acquisition and sharing in order to broaden both human capital and organizational knowledge base. In this direction, the purpose of this paper is to develop a hierarchical structure of KM that aims to develop or create human capital in an organization and empirically analyzes the model fit with the data. Design/methodology/approach Data are collected from 401 employees of Indian manufacturing firms. Factor analyses for identifying and validating the structure of KM and regression analysis for examining the associations of KM dimensions with certain demographic characteristics of employee and organization are performed. Findings Organizations show KM concepts' demonstration on developing human capital through tactical KM process and problem‐solving approach, communication‐oriented culture, and innovation‐supportive culture. The results confirm the theoretical hierarchical structure of KM with data. In addition, these dimensions are moderately associated with certain characteristics of employees and organizations. Research limitations/implications Firms, which are small and medium in size and particularly private‐owned, create human capital through a hierarchical KM structure. Originality/value This paper analyzes the instruments of KM in view of creating human capital.

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References

1991Firm Resources and Sustained Competitive Advantage 2004Firm resources and sustained competitive advantage 1997Dynamic capabilities and strategic management 1994A Dynamic Theory of Organizational Knowledge Creation 1996Toward a knowledge‐based theory of the firm 1997The Knowledge-creating company: How Japanese companies create the dynamics of innovation 1998Working knowledge: how organizations manage what they know 1986Organizational Culture and Leadership

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