scholarly journals EMPLOYEE PERCEPTION ON KNOWLEDGE ACQUISITION IN ANDHRA BANK - A STUDY

2020 ◽  
Vol 4 (11) ◽  
pp. 11-18
Author(s):  
V.Narasimha Rao
Keyword(s):  
Economic Growth ◽  
Information Technology ◽  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Customer Service ◽  
Financial Institutions ◽  
Management Practices ◽  
Organization Performance ◽  
Knowledge Management Practices ◽  
Made In

Banks and financial institutions play a crucial role in the economic growth of any country. The present - day banking operations in India have undergone a sea change due to the explosion of Information Technology and emergence of several Knowledge Management Practices. Knowledge Management impact on the organization performance is well recognized. Andhra Bank was founded on 28th November 1923 and was nationalized in April 1980. With about 3000 branches, 6875 Delivery Channels, 34 satellite offices as on 31.3.2017 Andhra Bank has been leveraging on Knowledge acquisition and technology management for enhancing customer service. An attempt is made in this paper to examine the perception on knowledge acquisition process among officer and clerical cadre employees of the Andhra Bank through an empirical analysis.

scholarly journals Knowledge Management Practices and the Focus on the Individual

2014 ◽  
Vol 10 (1) ◽  
pp. 26-42 ◽  
Author(s):  
Isabel Rechberg ◽  
Jawad Syed
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Communities Of Practice ◽  
Human Resource ◽  
Management Practices ◽  
Current Knowledge ◽  
Organisational Culture ◽  
Knowledge Management Practices ◽  
The Individual

This paper reviews the current knowledge management (KM) practices to examine the attention (or lack thereof) paid to the individual in managing knowledge in organisations. It identifies and reviews four key practices of KM - i.e., information technology, organisational culture and structure, communities of practice, and human resource practices - to examine how knowledge is interpreted, processed and managed, and the role individuals play in such interpretations, processing and management. The review shows that existing KM practices may be improved through an increased focus on the role of individuals (an individual-centric approach) in designing and implementing KM in organisations.

scholarly journals Knowledge Management Practices and the Focus on the Individual

2016 ◽  
pp. 1539-1556
Author(s):  
Isabel Rechberg ◽  
Jawad Syed
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Communities Of Practice ◽  
Human Resource ◽  
Management Practices ◽  
Current Knowledge ◽  
Organisational Culture ◽  
Knowledge Management Practices ◽  
The Individual

This chapter reviews the current knowledge management (KM) practices to examine the attention (or lack thereof) paid to the individual in managing knowledge in organisations. It identifies and reviews four key practices of KM - i.e., information technology, organisational culture and structure, communities of practice, and human resource practices - to examine how knowledge is interpreted, processed and managed, and the role individuals play in such interpretations, processing and management. The review shows that existing KM practices may be improved through an increased focus on the role of individuals (an individual-centric approach) in designing and implementing KM in organisations.

scholarly journals EFFECT OF KNOWLEDGE MANAGEMENT PRACTICES ON PERFORMANCE OF MOBILE TELEPHONE COMPANIES

2021 ◽  
Vol 2 (1) ◽  
pp. 54-66
Author(s):  
Elijah Kimani
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Mobile Telephone ◽  
Empirical Literature ◽  
Organization Performance ◽  
Telephone Companies ◽  
Knowledge Implementation ◽  
Efficiency Performance ◽  
Knowledge Management Practices ◽  
Effective Organization

Purpose: Knowledge management practices in general were found to influence organization performance as there is increased awareness of information that is critical to achieving the organization’s mission. The general objective of the study was to establish the effect of knowledge management practices on performance of mobile telephone companies. Methodology: The paper used a desk study review methodology where relevant empirical literature was reviewed to identify main themes and to extract knowledge gaps. Findings: The study concludes that knowledge management practices in general influences organization performance in various ways including, knowledgeable employees, better decision making in the organization, improved service offering to client, reduced operational costs, improved organizational competitiveness. This is mainly so because there is increased awareness of information that is critical to achieving the organization’s mission. The order of significance of the effect of knowledge management practices on performance of mobile telephone companies in starting with the most significant to the least is; knowledge creation, knowledge sharing, knowledge acquisition, knowledge implementation and knowledge storage respectively. Recommendations: The study points out that for effective organization administration organizations need to create a central repository system to store and retrieve information on organization reports cards, feedback on student progression, coordination of organization schedules, organization suspension, finances and other professional development which will have an overall effect on organization performance. Organizations should also install internet services and computers in order to share knowledge and improve the organization’s efficiency, performance, and competitiveness

Antecedents and Consequences of International Joint Venture Knowledge Acquisition

2022 ◽  
pp. 92-111
Author(s):  
Tamma Elhachemi
Keyword(s):  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Absorptive Capacity ◽  
Management Practices ◽  
Environmental Uncertainty ◽  
International Joint Ventures ◽  
International Joint ◽  
Knowledge Management Practices ◽  
Antecedents And Consequences ◽  
Transfer Mechanisms

Studies on the establishment of international joint ventures (IJVs) in open-oriented markets as a vehicle for knowledge acquisition have been increasing of late. Drawing on the transaction cost economics theory and the knowledge-based view, the chapter examines the impact of absorptive capacity, transfer mechanisms, knowledge management practices, and environmental uncertainty on knowledge acquisition of IJVs from foreign partners. Further, the author examines IJV innovativeness as a consequence of knowledge acquisition. The author tested the model with data from 122 IJVs in Algeria. By analyzing the data using SPSSv25 and smart PLS 3.0, the findings show that absorptive capacity and transfer mechanisms are positively and significantly related to knowledge acquisition of the IJVs. However, knowledge management practices and environmental uncertainty are not significant. In addition, the relationship between IJV knowledge acquisition and innovativeness is significant.

FACTORS INFLUENCING KNOWLEDGE MANAGEMENT PRACTICES IN THE COMMERCIAL BANKS IN KENYA

2017 ◽  
Vol 2 (2) ◽  
pp. 1
Author(s):  
Daniel Kamau ◽  
Gabriel Kamau
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Linear Relationship ◽  
Commercial Banks ◽  
Management Practices ◽  
P Value ◽  
Positive Linear Relationship ◽  
Factors Influencing ◽  
Knowledge Management Practices ◽  
The Relationship

Purpose: The study sought to determine factors influencing knowledge management practices in the commercial banks in KenyaMethodology: The study adopted a descriptive survey research design. The population of 44 commercial banks was identified. A sample of 17 banks was chosen using random sampling. A stratified approach was used to select respondents and a total of 85 respondents were surveyed from five departments in each of the 17 banks. Quantitative statistical techniques were used during the analysis to describe and analyze data. The results of the analysis were presented and interpreted in the form of descriptive statistics, as well as inferential statistics.Results: Regression result indicated that there exists a positive linear relationship between organizational Culture and Knowledge Management practices.   Results indicate that there exists a positive linear relationship between organizational structure and Knowledge Management practices.  This is evidenced by an odds ratio of 28.988.  The relationship is significant as shown by a p value of 0.0113.Results indicated that there was a positive and significant correlation of 0.759 between Information technology and Knowledge management practices. Results indicate that there exists a positive linear relationship between Organization Leadership and Knowledge Management Practices.  This is evidenced by a regression coefficient of 125.198.  The relationship is significant as shown by a p value of 0.0058.Unique contribution to theory, practice and policy: The study recommends that commercial banks in Kenya should continue investing in leadership as doing so would improve their knowledge management practices. In addition, commercial banks should adopt more flexible structures that support knowledge acquisition, dissemination and storage.   The study advocates that the cultural orientation of the organizations should be such that it supports the perception of knowledge management practices. Furthermore, commercial banks should continue investing in Information technology as doing so would improve the knowledge management practices.

Knowledge Management Practices and Project Performance in Tharaka Nithi County, Kenya

2020 ◽  
Vol 2 (4) ◽  
pp. 1-15
Author(s):  
Grace Syontheke Mburia ◽  
Shadrack Bett
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Knowledge Acquisition ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Management Practices ◽  
Project Performance ◽  
Primary Data ◽  
Moderate Pace ◽  
Knowledge Management Practices

Public infrastructure projects have taken a moderate pace since freedom. The records from the Kenya government 2014 on vision 2030 towards an internationally serious and prosperous Kenya demonstrate that the moderate pace in execution of open foundation ventures has prompted unsatisfactory street systems; under normalized open pleasantries; non network of the national matrix line to mechanical expected regions; inadequate relief measures in agrarian territories; and ruined motorization of the once serious enterprises that are going under. A major problem facing county governments is how to maximize on knowledge management in project management. The main objective of this study is to determine the effect of knowledge management practices on project performance in Tharaka Nithi County, Kenya. The study sets out to determine the effect of knowledge creation, knowledge sharing, knowledge acquisition and knowledge storage on project performance in Tharaka Nithi County, Kenya. The study was anchored on Knowledge-Based View Theory the Resource-Based Theory and the Organization Learning Theory. The study adopted cross sectional, explanatory and descriptive research designs targeting 120 management staff and employees of Tharaka Nithi County. A census study of all the targeted staff was carried out. Primary data was collected using structured questionnaire. The questionnaires were piloted with 12 staff from the neighboring Embu County to determine their return rate. The study used multiple regression analysis, frequencies, bar graphs, means and standard deviation measures. The study established that knowledge sharing influence project performance in Tharaka Nithi County. The study found that knowledge acquisition influences project performance in Tharaka Nithi County to a great extent. The study found that knowledge acquisition influences project performance in Tharaka Nithi County to a great. The study concludes that knowledge creation has a positive and significant influence on project performance in Tharaka Nithi County.The study will be used by project management team in other counties as it will help in formulation of proper knowledge management practices that promote effective project delivery.

Knowledge Management Practices in Brazilian Software Organizations

2010 ◽  
pp. 213-226
Author(s):  
Tatiana de Almeida Furquim ◽  
Sueli Angelica do Amaral
Keyword(s):  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Management Practices ◽  
Knowledge Practices ◽  
Software Companies ◽  
Knowledge Management Practices ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive ◽  
Software Organization

This chapter explores knowledge management practices in a software organization. It argues that software companies are knowledge intensive organizations and therefore they must properly address the matter of knowledge management. This case study highlights the importance of understanding the practices of knowledge management and describes knowledge acquisition, protection, transfer, and application practices in the context of a Brazilian software organization. The authors hope that this chapter increases understanding of existing knowledge practices in software organizations.

scholarly journals Effect of Knowledge Management Practices on the Performance of Nepalese Financial Institutions

2018 ◽  
Vol 4 (1) ◽  
pp. 44-59 ◽  
Author(s):  
Lekhanath Khanal ◽  
Santosh Raj Paudyal
Keyword(s):  
Knowledge Management ◽  
Statistical Analysis ◽  
Organizational Performance ◽  
Organizational Effectiveness ◽  
Financial Institutions ◽  
Employee Satisfaction ◽  
Management Practices ◽  
Financial Institution ◽  
Different Types ◽  
Knowledge Management Practices

Knowledge Management (KM) is considered as a recent phenomenon prevailing in the management circle. Despite its growing concern, there are relatively few literatures showing clear linkage between knowledge management and organizational performance (OP) in financial sector. The main objective of this study is to measure the effect of knowledge management practices on the performance of financial institutions in Nepal. In this study, samples of 385 respondents were selected randomly from four different types of financial institutions of Kathmandu, Nepal. The statistical analysis was done to draw the conclusion. The results clearly showed that components of KM process (KM obtaining, KM organizing & KM applying) are positively correlated with the organizational performance measured in terms of Financial and Market Results, Organizational Effectiveness, Employee Satisfaction and Customer Satisfaction. Finally, this paper concludes that performance of any financial institution is significantly affected by various KM processes and practices adopted by these organizations.

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