Knowledge Management Initiatives in a Global IT Outsourcing Company: A Case Study of Infosys Technologies

2004 ◽  
Vol 03 (01) ◽  
pp. 81-96 ◽  
Author(s):  
Ravi Shankar Mayasandra N ◽  
Shan L Pan
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Continuous Process ◽  
It Outsourcing ◽  
Asian Continent ◽  
Case Study Methodology ◽  
Knowledge Resources ◽  
Formal Knowledge ◽  
Study Methodology

Organizations position their formal Knowledge Management (KM) initiatives as a continuous process of deriving strategic benefits from the knowledge resources dispersed in the various internal constituencies. Thus, gaining a deeper awareness of the diverse viewpoints and attributes of their various units is a big challenge for organizations embracing formal KM strategies. Even with the challenges of organization-wide KM forming the theme of a number of studies, we see that these studies mostly feature organizations outside the Asian continent. The KM strategies of Asian organizations remain a relatively uncharted territory. This paper focuses on the KM strategies of Infosys Technologies, a leading Asian Information Technology (IT) firm. Adopting the case study methodology, we look at the consequences of initiating organization-wide formal KM, in four different organizational units within the company. Evidence from the case highlights the unfolding of unintended and intended consequences in the four units, and organizational efforts to reconcile them. Taking a subcultural perspective of the four units offers useful insights in understanding the consequences. The theoretical and managerial contributions of the study to the knowledge management arena are discussed.

Rewarding End-Users for Participating in Organizational KM

2010 ◽  
pp. 47-62
Author(s):  
Mayasandra N. Ravishankar
Keyword(s):  
Knowledge Management ◽  
Continuous Process ◽  
End Users ◽  
Case Study Methodology ◽  
Knowledge Resources ◽  
Formal Knowledge ◽  
Study Methodology ◽  
Software Services

Organizations position their formal knowledge management (KM) initiatives as a continuous process of deriving strategic benefits from the knowledge resources dispersed in the various internal constituencies. While most organizations implement a rewards program attached to their KM initiative, the influence exerted by such programs on employees’ responses to organizational KM is less well understood. In this context, this article focuses on the KM initiative of Rexon,1 a leading Indian software services and products company recognised globally as a successful KM exponent. Adopting the case study methodology, we conducted intensive fieldwork for 6 months over a 2 year period at Rexon. Evidence from the case highlights how a KM-related rewards program was used to build awareness about organizational KMS and how employees responded to the rewards program. The theoretical and managerial contributions of the study are discussed.

Making Decisions in IS/IT Outsourcing

2010 ◽  
pp. 306-325
Author(s):  
Cheng-Chieh Huang ◽  
Ching-Cha Hsieh
Keyword(s):  
Decision Making ◽  
Decision Makers ◽  
It Outsourcing ◽  
Decision Making Process ◽  
Case Study Methodology ◽  
Dynamic Perspective ◽  
Strategy Transformation ◽  
Study Methodology ◽  
Outsourcing Decision

Making decisions in an IS/IT outsourcing project is complex and the outcome is unpredictable. Prior research on IS/IT outsourcing decisions simply assumed the decision-making process is rational, comprehensive and independent that is not descriptively accurate, and thus, cannot be prescriptively useful in such a complex environment. In order to gain a deeper understanding of decision-making in IS/IT outsourcing processes, this chapter creates an outsourcing decision framework, derived from a dynamic perspective, to illustrate the decision-making process and how the decisions impact outsourcing results. An in-depth case study methodology is used to interpret an e-strategy transformation outsourced project. The analysis indicates interwoven decisions, knowledge as power, decision-makers’ cognition, and ideologies should be the focus of future studies on IS/IT outsourcing.

Investigation of Customer Knowledge Management

2017 ◽  
Vol 8 (2) ◽  
pp. 12-22 ◽  
Author(s):  
Menatalla Kaoud
Keyword(s):  
Knowledge Management ◽  
Business Processes ◽  
Critical Role ◽  
Knowledge Flows ◽  
Customer Relationship ◽  
Case Study Methodology ◽  
Customer Knowledge ◽  
Customer Knowledge Management ◽  
Study Methodology

This article examines the Customer Knowledge Management (CKM) as an integration between the approaches of Knowledge Management (KM) and Customer Relationship Management (CRM). In the context of CRM, three types of knowledge flows play a critical role in the interaction between the organization and its customers: “Knowledge for Customers”, “Knowledge from Customers”, and “Knowledge about Customers”. A central question address here from a resource-based perspective is: How these customer knowledge flows are used through CRM business processes to improve effectiveness? Adopting a case study methodology in a sales outsourcing enterprise, this paper presents an in-depth investigation of Customer Knowledge Management through the CRM business processes. This research will help companies in the implementation of Customer Knowledge Management enabling them to improve their CRM effectiveness.

Corporate universities as knowledge management tools

2017 ◽  
Vol 47 (4) ◽  
pp. 538-554 ◽  
Author(s):  
Enrico Scarso
Keyword(s):  
Knowledge Management ◽  
Management Tools ◽  
Corporate Universities ◽  
Case Study Methodology ◽  
Content Type ◽  
Multiple Case ◽  
Study Methodology ◽  
Practical Implications

Purpose Corporate universities (CUs) are particular educational arrangements that are established in companies to provide specific training to employees. This paper aims to examine the place of CUs in the knowledge-management (KM) field. Particularly, it discusses on how CUs are seen in the KM literature, analyses relevant KM aspects that emerge in CU implementation and management and proposes preliminary classifications based on some fundamental KM notions. Design/methodology/approach Given the novelty of the research, the case study methodology was adopted. In particular, a multiple case-study investigation of CUs implemented in medium-sized companies mainly operating in the northeast of Italy was conducted. The analysed companies were selected according to “maximum variation sampling” approach, which aims at generating maximum meaningful heterogeneity within the chosen sample, to highlight similarities and differences between the cases. Data collection was conducted by means of interviews to key observers, interviews to company managers and analysis of documentary materials. Findings The empirical investigation proves that KM concepts can be pertinent and useful in understanding the design and functioning of CUs. In particular, the study proposes a classification of CUs based on KM notions. Research limitations/implications The study shows that there is a need to conduct further studies to better understand educational arrangements like CUs under a KM viewpoint. Practical implications The analysis and the proposed classification can be of help for CU design and management. In addition, it is suggested that companies must achieve better awareness of the importance of CUs as an effective KM tool. Originality/value The study contributes to deepen our understanding of an issue that, even if is strictly connected with the cognitive aspects of companies, has not been sufficiently analyzed by the knowledge management literature.

Merger regulation in Central and Eastern Europe: Evidence from Hungary, Romania and Slovenia

2002 ◽  
Vol 52 (3) ◽  
pp. 327-345 ◽  
Author(s):  
T. Kravtseniouk
Keyword(s):  
Eastern Europe ◽  
Central And Eastern Europe ◽  
Merger Control ◽  
Substantial Part ◽  
Economic Competition ◽  
Close Link ◽  
Case Study Methodology ◽  
Domestic Markets ◽  
Study Methodology

This paper shows the principal features of merger control in selected transition economies of Central and Eastern Europe (CEE), namely Hungary, Romania and Slovenia, by applying case study methodology. The presented findings are based on the analysis of Hungarian, Romanian and Slovenian competition law and merger rulings reached by the Competition Offices of these countries. A substantial part of the conclusions is drawn from a sample of 42 merger applications processed by the Office of Economic Competition of Hungary between 1994 and 2000. The results of empirical analysis demonstrate the considerable flexibility of merger control in the studied countries, its orientation towards the future of domestic markets and a close link with industrial policy. The paper also highlights the areas of interdependence of competition policy and transition and argues that merger control in the studied CEE countries may be regarded as currently adequate to the requirements imposed by transition.

A Profile of Wine Tourism Entrepreneurs: Study in Portugal

2019 ◽  
Vol 6 (1) ◽  
pp. 25-39
Author(s):  
Adriana Backx Noronha Viana ◽  
Luísa Cagica Carvalho ◽  
Inna Sousa Paiva
Keyword(s):  
Qualitative Data ◽  
Qualitative Case Study ◽  
Innovation Capability ◽  
Critical Perspective ◽  
Case Study Methodology ◽  
Wine Tourism ◽  
Learning Capacity ◽  
Study Methodology

Background: Wine tourism is one of the tourism components adopted as part of Portugal’s strategy due to its eminence as a wine producer. Such strategy has received great prominence in recent years and aims to promote regional development from an economic, social, cultural and environmental perspective. The aim of this study was to understand the entrepreneur profile in this sector. Methods: The study uses a qualitative, case study methodology with data analysis and triangulation. In this study, a literature review of scientific studies was carried out on the scientific knowledge in the area of study from a critical perspective and an interview was conducted where qualitative data were collected. Results and Discussion: The entrepreneurs have shown the following characteristics: initiative, innovation capability, optimism, creativity, creative energy, tenacity, selfconfidence, capability for long term involvement with the project, and learning capacity. Conclusion: The study shows that most entrepreneurs state that they have established partnerships with other companies, particularly with restaurants, catering businesses, hotel units, tourism companies and companies that organize tours. This is one of the factors of economic importance recognized by another study which enables increased prominence of the company and widens the value of wine tourism.

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