Impact of Knowledge Management Practices on Competitive Advantage: Empirical Experiences from Telecommunication Sector in India

Jeevan Jyoti (), Sindhu Kotwal and Roomi Rani
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Jeevan Jyoti: University of Jammu
Sindhu Kotwal: University of Jammu
Roomi Rani: University of Jammu

Chapter Chapter 7 in Investigating Cultural Aspects in Indian Organizations, 2015, pp 111-128 from Springer

Abstract: Abstract In this information age, the economic value of knowledge is more than the value of physical product (Demarest 1997; Alipour et al. 2010) as it is the foundation for stable development and acts as a source for achieving competitive advantage for the organisation (Ruggles 1998), which is full of uncertainties. There are competitions among organisations that develop new knowledge, share and convert it into services and products. Thus, knowledge gives the organisations the ability to find out their weaknesses, solve problems and gain new opportunities (Alipour et al. 2010). In the other words, knowledge management is serving as one of the intervening mechanisms, which influences organisational effectiveness (Zheng et al. 2010). Hence, the concept of KM has added in the list of modern HRM practices and gets equal attention like other practices such as performance appraisal, TQM and talent management.

Keywords: Knowledge Management; Knowledge Sharing; Knowledge Acquisition; Latent Construct; Knowledge Creation (search for similar items in EconPapers)
Date: 2015
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DOI: 10.1007/978-3-319-16098-6_7

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