Dr. Vaishali Kulkarni, Vaibhav Kulkarni. "What Do Indian B Schools Expect From KMS?" International Research Journal of Economics and Management Studies, Vol. 3, No. 3, pp. 225-232, 2024.
The discipline of knowledge management views intellectual capital as a managed resource. It is widely acknowledged that knowledge management is a crucial element of an organization that is managed proactively. An organization can do a self-analysis of its strengths and shortcomings with the use of knowledge management, and then take appropriate action depending on the opportunities presented to it. Good solutions improve both individual and organizational performance and are in line with the business plan of the company. The goal of the research is to determine how important it is to implement knowledge management. In order to develop an effective strategy for the business, research was conducted to determine the several reasons Indian B-Schools would desire to implement KMS.
[1] Ali, N., Ahmed, L., and Rose, S. (2018). Identifying predictors of students’ perception of and engagement with assessment feedback. Act. Learn. High.
Educ. 19, 239–251. doi: 10.1177/1469787417735609
[2] Ammirato, S., Linzalone, R., and Felicetti, A. M. (2021). Knowledge management in pandemics. A critical literature review. Knowl. Manag. Res. Pract.
19, 415–426. doi: 10.1080/14778238.2020.1801364
[3] Agarwal, N. K., and Marouf, L. N. (2014). Initiating Knowledge Management in Colleges and Universities: A template. International Journal of
Knowledge Content Development & Technology 4, 67–95. doi: 10.5865/ijkct.2014.4.2.067
[4] A. Kok, “Intellectual Capital Management as Part of knowledge Management Initiatives as Institutions of Higher Learning”, The Electronic Journal of
Knowledge Management, vol. 5, Issue 2, pp. 181- 192, 2005.
[5] Alshehri, A. (2020). Mobile Technologies and Knowledge Management in Higher Education. World Journal of Education, 12.
[6] Azizan (2005), July 10. Moving towards Knowledge Management. New Straits Times, p.4.
[7] Bernbom, G. (Ed.), EDUCAUSE Leadership Strategies. No 3: 25 – 42. San Francisco: Jossey-Bass.
[8] Bhatt, G.D. (2000). Organizing knowledge in the knowledge development cycle. Journal of Knowledge Management, 4(1), 15-26.
[9] Bimbaum, R. (2000). Management Fads in Higher Education: Where they come from, what they do and why they fail? San Francisco: Josey-Bass
Publishers.
[10] Cole, R. (1998). Introduction. California Management Review, 403(3), 15-21.
[11] Hawkins, D.E. 2006. Transferring tourism knowledge: the role of higher education institutions. Journal of Quality Assurance in Hospitality & Tourism.
Vol.7, no.2: 13-27.
[12] Holsapple, C.W. and Joshi, K.D. (2001), “Organisational Knowledge Resources”, Decision Support Systems, (31:1).
[13] Holsapple, C.W. and Whinston, A.P. (1996) Decision-support Systems: A Knowledge Based Approach, Minneapolis: West Publishing Company.
[14] Kidwell,J.J., Vander Linde.K.M. and Johnson.S.l. 2004. Knowledge Management Practices Applying Corporate in Higher Education: Colleges and
universities have significant opportunitiesto apply knowledge management practices to support every part of their mission, No.4. Educause Quarterly.
[15] Leonard-Barton, D. (1995) “Wellsprings of knowledge: building and sustaining the sources of innovation”. Harvard University Press, Boston. USA
[16] Leonard-Barton. (1998). Wellsprings of Knowledge: Building and sustaining the source of innovation. Boston:Harvard Business School Press.
[17] Lorange, P. (1996), “A business school as a learning organisation”, The Learning Organisation, Vol.3, No.5, pp.5-13.
[18] Madhur, Mohamed Abdul, (2017) Knowledge Management in Higher Educational Institutions with Special Reference to College of Applied Sciences
(CAS), Ministry of Higher Education, Sultanate of Oman (August 23, 2010).
[19] Malhotra, Y. and Galletta, D. (2003), “Role of Commitment and Motivation as Antecedents of Knowledge Management Systems Implementation”, 36th
Hawaii International Conference on System Sciences, IEEE Computer Society.
[20] Martin, W. 1999. New directions in education for LIS - knowledge management programs at RMIT. Journal of Education for Library & Information
Science. Vol.40, No.3: 142-150.
[21] Metaxiotis, K., Ergazakis & Psarras,K.J. (2005). Exploring the world of Knowledge Management: Agreements and disagreements in the academic / practitioner community. Journal of Knowledge Management, 9(2), 6-18.
[22] Nazir, A.S., Alinda, A.R., Nor, H.Z., Kamaruddin, M.M. and Shamsul, Shamsul. 2004. Knowledge Management Framework for Representing Lessons
Learned System for Communities of Practice in Institutions of Higher learning. Malaysian Journal of Library & Information Science. Vol. 17, No. 1: 112.
[23] Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(10), 14-37.
[24] Nonaka, I. and Takeuchi, H. (1995) The Knowledge-Creating Company. Oxford, Oxford University Press
[25] Nonaka, I. and Takeuchi, H. (1995). The Knowledge Creating Company – How The Japanese Companies Create the Dynamic Innovations. Oxford
Univ. Press, New York, NY.
[26] Nonaka, I., Konno, N.: The Concept of Ba: Building a Foundation for Knowledge Creation.California Management Review 40(3), 40–54 (Spring 1998)
[27] Nonaka, I., Takeuchi, H.: The Knowledge Creating Company. Oxford University Press,New York (1995)
[28] Nonaka, I., Toyama, R., Konno, N.: SECI, Ba and Leadership: A Unified Model of Dynamic Knowledge Creation. Long Range Planning 33, 5–34
(2000)
[29] Nonaka, I., Reinmoeller, P. and Senoo, D. (2000), Integrated IT Systems to Capitalize on Market Knowledge, Knowledge Creation: A Source of
Value,London: MacMillan Press Ltd.
[30] Nonaka, I. and Takeuchi, H. (1995), The knowledge-creating company: how Japanese companies create the dynamics of
innovation. Oxford UniversityPress: New York, NY.
[31] Nonaka, I., & Takeuchi, H. (1995). The Knowledge-Creating Company. New York: Oxford.
[32] Petrides, L.A., Nguyen, L. 2006. Knowledge management trends: Challenges and opportunities for educational institutions. In A. Metcafle (Ed).
KnowledgeManagement and Higher Education: 21-33. Hershey, PA: Information Science Publishing.
[33] Porter-Liebskind, J. (1996). Knowledge strategy and the theory of the firm. Strategic Management Journal. 17, 93-107.
[34] Sallis, E., & Jones, G. 2002. Knowledge Management in Education London: Kogan Stewart, A. C., & Carpenters-Hubin, J. 2001. The Balanced
Scorecard. Planning for Higher Education, 37- 42.
[35] Ramakrishnan, K., & Yasin, N. M. (2012). Knowledge management system and higher education institutions. International Conference on Information
and Network Technology (IPCSIT) 37, 67 71.
[36] Townley, C. T. 2003. Will the academy learn to manage knowledge. Educause Quarterly. Vol2: 8-11.
Knowledge Management, Decision Making, Strategic Advantage, Competitive Advantage, Employee Participation.