International Journal of Social Science & Economic Research
Submit Paper


Dr. Satpal

|| ||

Dr. Satpal
Assistant Professor, Department of Management Studies, Deenbandhu Chhotu Ram University of Science and Technology Murthal, Sonepat

Dr. Satpal. "KNOWLEDGE MANAGEMENT: PROBLEM AND PERSPECTIVE." Int. j. of Social Science and Economic Research, vol. 3, no. 6, June 2018, pp. 2794-2804, Accessed 2018.
Dr. Satpal. (2018, June). KNOWLEDGE MANAGEMENT: PROBLEM AND PERSPECTIVE. Int. j. of Social Science and Economic Research, 3(6), 2794-2804. Retrieved from
Dr. Satpal. "KNOWLEDGE MANAGEMENT: PROBLEM AND PERSPECTIVE." Int. j. of Social Science and Economic Research 3, no. 6 (June 2018), 2794-2804. Accessed , 2018.

[1]. Bollinger, S. A., & Smith, D., R. (2001). Managing organizational knowledge as a strategic asset. Journal of Knowledge Management, 5(1), 8-18.
[2]. Cabrera, E., & Cabrera, A. (2005). Fostering knowledge sharing through people management practices. International Journal of Human Resource Management, 16(5), 720-735.
[3]. Dalkir, K. (2006). Knowledge management in theory and practice, Elsevier, Mcgill University.
[4]. Davenport T. H., & Prusak, L.(2000). Working knowledge: How organizations manage what they know, ACM.
[5]. Duffy, J. (2000). Knowledge management: to be or not to be? Information Management Journal, 34(1), 64-67.
[6]. Du Plessis, M. (2007). Knowledge management and what makes complex implementation successful? Journal of Knowledge Management, 11(2), 91-101.
[7]. Gagne, M. (2009). A model of knowledge sharing motivation. Human Resource Management, 48(4), 571-589.
[8]. Gupta, B et. al.(2000). Knowledge management: practices and challenges. Industrial management and data systems, 100(1), 17-21.
[9]. Hansen, M., Nohria, N., and Tierney, T.(1999). What's your strategy for managing knowledge? Harvard Business Review, 77(2), 106.
[10]. Hislop, D. (2013). Knowledge management in organisations: A critical introduction. 3rd Ed. UK: Oxford University Press.
[11]. Kwok, S. H., & Gao, S. (2005). Attitude toward knowledge sharing behaviour. The journal of computer information systems, 46(2), 45-51.
[12]. King, W.(2007). A research agenda for the relationships between culture and knowledge management. Knowledge and Process Management, 14(3), 226-236.
[13]. Koenig, M. E. (2012). What is KM? knowledge management explained. KM World, May, 2012.
[14]. Lee, H., & Choi, B. (2003). Knowledge Management enablers, processes, and organizational performance: an integrative view and empirical examination. Journal of Management Information Systems, 20(1), 179-228.
[15]. Lin, H. (2007). Effects of extrinsic and intrinsic motivation on employee knowledge sharing intentions. Journal of Information Science, 33(2), 135-149.
[16]. Lopez,S.P. et al. (2004).Managing knowledge: the link between culture and organizational learning. Journal of Knowledge Management, 8(6).
[17]. Lubit, R.,( 2001). Tacit Knowledge and Knowledge Management: The Keys to Sustainable Competitive Advantage. Organization Dynamics, 29(4), 164- 178.
[18]. O'Dell, I. and Grayson, C.J. (1998), If Only We Know What We Know, The Free Press, New York, NY
[19]. Scarbrough, H.(2003). Knowledge management, HRM and the innovation process. International Journal of Manpower, 24(5), 501-516.
[20]. Schein, E. (1992). Organizational culture and leadership. 2nd ed. San Francisco: Jossey -Bass.
[21]. Smith, A., (2001). A roadmap for knowledge management. Journal of Knowledge Management, 8(3), 6-16.
[22]. Wiig, K. (1997). Knowledge management: where did if come from and where will it go? Journal of Expert Systems with Applications, 13(1),1-14.

The ability to manage knowledge is becoming increasingly more crucial in today's knowledge economy. The emergence of knowledge based economies has placed an importance on effective management of knowledge, an organization's knowledge base is quickly becoming its only sustainable competitive advantage. The paper is able to demonstrate that knowledge management is a key driver of organizational performance and a critical tool for organizational survival, competitiveness and profitability. To capitalize on knowledge, an organizational must be swift in balancing its knowledge management activities. In general, such a balancing act requires changes in organizational culture, technologies and techniques. There should be proper interaction of technologies, techniques and people that allow an organization to manage its knowledge effectively. The paper also presents knowledge management implementation framework that provide guidance for conducting knowledge management.