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Knowledge management process at BHEL: a case study

Knowledge management process at BHEL: a case study Effective knowledge management (KM) helps an organisation control and institutionalise its knowledge-based processes and create an organisational culture that fosters and encourages continuous learning resulting in a skilled and knowledgeable workforce. This paper seeks to observe the KM practices prevalent in Bharat Heavy Electricals Ltd, a Maharatna PSE of the Government of India, and includes a case study on the organisation. The KM practices followed by the company have been assessed with the help of a KM performance scorecard (e-map scorecard). The study further examines the in-house knowledge sharing processes and the extent to which information and technology is used to facilitate the exchange of knowledge. Findings reveal that linking KM practices with organisational goals increased the likelihood of the achievement of those goals. Keywords: competitive advantage; e-map; human capital; India; knowledge management, knowledge sharing; virtual organisations. Reference to this paper should be made as follows: Rana, G. and Goel, A.K. (2017) `: a case study', Int. J. Knowledge Management Studies, Vol. 8, Nos. 1/2, pp.115­130. Biographical notes: Dr. Geeta Rana is an Assistant Professor and Research Coordinator at Swami Rama Himalayan University, Dehradun. She has earned her PhD from Indian Institute of Technology (IIT, Roorkee). She is http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Knowledge Management Studies Inderscience Publishers

Knowledge management process at BHEL: a case study

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Publisher
Inderscience Publishers
Copyright
Copyright © 2017 Inderscience Enterprises Ltd.
ISSN
1743-8268
eISSN
1743-8276
DOI
10.1504/IJKMS.2017.084398
Publisher site
See Article on Publisher Site

Abstract

Effective knowledge management (KM) helps an organisation control and institutionalise its knowledge-based processes and create an organisational culture that fosters and encourages continuous learning resulting in a skilled and knowledgeable workforce. This paper seeks to observe the KM practices prevalent in Bharat Heavy Electricals Ltd, a Maharatna PSE of the Government of India, and includes a case study on the organisation. The KM practices followed by the company have been assessed with the help of a KM performance scorecard (e-map scorecard). The study further examines the in-house knowledge sharing processes and the extent to which information and technology is used to facilitate the exchange of knowledge. Findings reveal that linking KM practices with organisational goals increased the likelihood of the achievement of those goals. Keywords: competitive advantage; e-map; human capital; India; knowledge management, knowledge sharing; virtual organisations. Reference to this paper should be made as follows: Rana, G. and Goel, A.K. (2017) `: a case study', Int. J. Knowledge Management Studies, Vol. 8, Nos. 1/2, pp.115­130. Biographical notes: Dr. Geeta Rana is an Assistant Professor and Research Coordinator at Swami Rama Himalayan University, Dehradun. She has earned her PhD from Indian Institute of Technology (IIT, Roorkee). She is

Journal

International Journal of Knowledge Management StudiesInderscience Publishers

Published: Jan 1, 2017

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