Parikalpana: KIIT Journal of Management

Open Access Open Access  Restricted Access Subscription Access

Knowledge Management Orientation of B-School Processes:A Case Research


Affiliations
1 Heritage Business School, Kolkata (WB), India
2 School of Management, KIIT University, Bhubaneswar, India
 

The purpose of this research article is to understand the awareness and relevance of Knowledge Management (KM) initiatives in the management institutes/ B-Schools affiliated to a state university. The methodology involves semi-structured interviews of 30 senior professors who have worked in different management institutions affiliated to such a state university in West Bengal. The interview transcripts have been analyzed for key phrases/words, categorized, examined for their frequencies. The findings from the study suggest implications for future development in the management education though integration of their key processes with that of Knowledge Management.

The integration of Knowledge Management Process with the key academic administration processes in tune with the favourable strategic enablers may lead to benchmarking of the B-School processes that offer degrees affiliated to the state universities.


Keywords

Knowledge Management Implementation, Knowledge Management in B-Schools, Key Strategic Enablers for Knowledge Management.
User
Notifications
Font Size

  • Abdullah, R., Selamat, M.H., Jaafar, A., Abdullah, S. and Sura, S. (2008), An Empirical Study of Knowledge Management System Implementation in Public Higher Learning Institution, International Journal of Computer Science and Network Security, 8(1), 281-290

  • Andrade, J., Ares, J., Garcia, R., Rodriguez, S., Silva, A. & Suarez, S. (2003), Knowledge management systems development: A roadmap, Journal of Lecture Notes in Computer Science, Vol. 2773, pp. 1008–1015

  • Balthazard, P.A. & Cooke, R.A. (2004), Organizational culture and knowledge management success: Assessing the behavior – performance continuum, Proceedings of the 37th Hawaii International Conference on System Sciences, USA

  • Basu, B. and Sengupta, K. (2007), Accessing Success Factors of Knowledge Management Initiatives of Academic Institutions – A Case of an Indian Business School, The Electronic Journal of Knowledge Management, 5(3), 273-282

  • Beijerse, R.P. (1999), Questions in KM: Defining and conceptualizing a phenomenon, Journal of Knowledge Management, Vol. 3, pp. 94–109

  • Bhatt, G.D. (2001), Knowledge Management in Organizations: Examining the Interaction between Technologies, Techniques and People, Journal of Knowledge Management, 5(1), 68-75

  • Brazelton, J. and Gorry, A. (2003), Creating a Knowledge-Sharing Community: If You Build It, Will They Come? Communications of the ACM, 46(2), 23-25

  • Brown, J.S. & Duguid, P. (1991), Organizational Learning and Communities of Practice, Toward a Unified View of Working, Organization Science, Vol.2, no.1

  • Bush, T. (2008), From management to leadership: semantic or meaningful change? Educational Management, Administration & Leadership, Vol.36, No.2, pp.271-288

  • Call, D. (2005), KM-not rocket science, Journal of Management, Vol. 9, pp. 19–30

  • Cheng, M.Y., Ho, J.S.Y. and Lau, P.M. (2009), Knowledge Sharing in Academic Institutions: A Study of Multimedia University, Malaysia, Electronic Journal of Knowledge Management, Vol.7, Issue 3, pp.313- 324

  • Chong, C.W., Chong, S.C. and Wong, K.Y. (2009), Is the Malaysian Telecommunications Industry ready for KM Implementation? Journal of Knowledge Management, Vol.13, No.1, pp.69-87

  • CRISIL Opinion – ‘MBA Dream’ withering away, (May-2014), published by CRISIL Research, Retrieved – 10 Feb., 2016 from www.crisil.com

  • Davenport, T.H. & Prusak, L. (2000), Working knowledge: How organizations manage what they know. Harvard Business School Press

  • Davenport, T.H., DeLong, D.W. and Beers, M.C. (1998), Successful knowledge management projects, Sloan Management Review, Vol. 39, No. 2, pp.43-57

  • DeTienne, K.B., Dyer, G., Hoopes, C. and Harris, S. (2004), Toward a model of effective knowledge management and directions for future research: culture, leadership and CKOs, Journal of Leadership and Organizational Studies, Vol.10, No.4, pp.26-43

  • Fahey, L. and Prusak, L., (1998), The Eleven Deadliest Sins of Knowledge Management, California Management Review, Vol. 40, No.3, pp.265-276

  • Federman, D. (2014), Inside Higher Education, available at: http://tinyurl.com/ 17sskdt (accessed 17 June, 2014)

  • Gunter, H.M. (2012), The field of educational administration in England, British Journal of Educational Studies, Vol.60, No.4, pp. 337-356

  • Hendricks, P. (1999), Why Share Knowledge? The influence of ICT on the Motivation of Knowledge Sharing, Knowledge and Process Management, 6(2), 91-100

  • Holsapple, Clyde W., and Joshi, K.D., (2003), A Knowledge Management Ontology, Handbook on Knowledge Management, Vol.1-Knowledge Matters, Edited by C.W. Holsapple, Publisher-Springer, pp.89-124

  • Jashapara, J. (2004), Knowledge management: An integrated approach FT (Financial Times). Prentice Hall

  • Kim, S., Suh, E. and Hwang, H. (2003), Building the Knowledge Map: An Industrial Case Study, Journal of Knowledge Management, 7(2), 34-45

  • Kim, Y. and Jarvenpaa, S.L. (2008), Formal Boundary Spanning and Informal Boundary Spanning in Cross-Border Knowledge Sharing: A Case Study, Proceedings of the 41st Hawaii International Conference on System Sciences

  • Lave, J., Wenger, E. (1991), Situated Learning: Legitimate Peripheral Participation, Cambridge, Cambridge University Press

  • Levitt, B., and James March, G. (1996), Organizational Learning, In Cohen, Michael D. and Lee S. Sproull, Organization Learning, Thousand Oaks, California, Sage Publications

  • Nonaka, I. (1994), A dynamic theory of organizational knowledge creation, Organization Science Journal, Vol. 5, pp. 14–37

  • Oplatka, I. (2010a), The Legacy of Educational Administration: A Historical Analysis of an Academic Field, Peter Lang Publisher, Hamburg

  • Polanyi, M., (1966), The Tacit Dimension, London: Routledge and Kegan Paul

  • Prahalad, C. & Hammel, G. (1990), The core competence of the corporation, Harvard Business Review Journal, Vol. 68, pp. 79–90

  • Ramachandran, Sharimllah Devi, Chong, Siong-Choy and Wong, Kuan- Yew, (2013), Knowledge Management Practices and Enablers in Public Universities: A Gap Analysis, Campuswide Information Systems, Vol-30, No.2, pp. 76-94, Emerald

  • Ribbins, P. (2006), History and the study of administration and leadership in education: introduction to a special issue, Journal of Educational Administration and History, Vol. 38, No.2, pp. 113-124

  • Salmador, M.P. & Bueno, E. (2007), Knowledege creation in strategy-making: Implications for theory and practice, European Journal of Innovation Management, Vol. 10, pp. 1060–1460

  • Schubert, P., Lincke, D. and Schmid, B., August 1998, A Global Knowledge Medium as a Virtual Community: The NetAcademy Concept, Proceedings of the Americas Conference of AIS, pp. 618-620

  • Senge, P.M. (1990), The Leader’s New York: Building Learning Organizations, Sloan Management Review, pp 7-23

  • Sharimllah Devi, R., Chong, S.C. and Lin, B. (2007), Organization Culture and KM practices from the perspective of the institutions of higher learning, International Journal of Management in Education, Vol.1, Nos.1/2, pp.57-79

  • Spender, J.C., (2003), Knowledge Fields: Some Post 9/11 Thoughts about the Knowledge-Based Theory of the Firm, Handbook on Knowledge Management, Vol.1-Knowledge Matters, Edited by C.W. Holsapple, Publisher-Springer, pp.59-71

  • Storey, J. and Barnett, E. (2000), Knowledge management initiatives: learning from failure, Journal of Knowledge Management, Vol.4, No.2, pp. 145-156

  • Szulanski, G. (1996), Exploring internal stickiness: Impediments to the transfer of best practice within the firm, Strategic Management Journal, Vol.17, Winter Special Issue, pp. 27-43

  • Teece, David and Pisano, Gary, (2003), The Dynamic Capabilities of Firms, Handbook on Knowledge Management, Vol.2-Knowledge Directions, Edited by C.W. Holsapple, Publisher-Springer, pp.195-213

  • Tippins, Michael J. (2003), Implementing knowledge management in academia: teaching the teachers, International Journal of Educational Management, Vol. 17, Issue 7, pp.339 – 345, Emerald

  • Useemay, J. (2014), Business school disrupted, New York Times, 31 May

  • Wah, C.Y., Menkhoff, T., Loh, B. and Evers, H.D. (2007), Social Capital and Knowledge Sharing in Knowledge- Based Organizations: An Empirical Study, International Journal of Knowledge Management, 3(1), 29-48

  • Wind, J. and Main, J. (1999), Driving Change, The Free Press, New York, NY


Abstract Views: 313

PDF Views: 4




  • Knowledge Management Orientation of B-School Processes:A Case Research

Abstract Views: 313  |  PDF Views: 4

Authors

Sanghamitra Brahma
Heritage Business School, Kolkata (WB), India
Sumita Mishra
School of Management, KIIT University, Bhubaneswar, India

Abstract


The purpose of this research article is to understand the awareness and relevance of Knowledge Management (KM) initiatives in the management institutes/ B-Schools affiliated to a state university. The methodology involves semi-structured interviews of 30 senior professors who have worked in different management institutions affiliated to such a state university in West Bengal. The interview transcripts have been analyzed for key phrases/words, categorized, examined for their frequencies. The findings from the study suggest implications for future development in the management education though integration of their key processes with that of Knowledge Management.

The integration of Knowledge Management Process with the key academic administration processes in tune with the favourable strategic enablers may lead to benchmarking of the B-School processes that offer degrees affiliated to the state universities.


Keywords


Knowledge Management Implementation, Knowledge Management in B-Schools, Key Strategic Enablers for Knowledge Management.

References





DOI: https://doi.org/10.23862/kiit-parikalpana%2F2016%2Fv12%2Fi2%2F132985