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This study aims to identify the key contributing factors of knowledge management (KM) practices with respect to an employee benefit. The research is designed to gain insight into the KM practices of Indian information technology (IT) firms and evaluate its effects on employee perceived benefit (EPB) and employee satisfaction (ES).

This study focuses on the cause and effect relationship between the variables. In this research study, a structured questionnaire is administered and accumulated responses from executives, software developers and knowledge managers from five IT firms with the help of google form. The sample size was 339 for this study. Confirmatory factor analysis and partial least square (PLS)-structural equation modeling have been used to analyze the data with the help of SMART-PLS software.

The well-fitted model describes the importance of KM practices with respect to increasing employee benefit and satisfaction. The hypothesized model is empirically investigated and it is also supported by the analysis. The KM practices have significant effects on EPBs. Employee benefits have a significant effect on ES. The result shows that the benefits of KM practices are more intended toward the sources of motivation where they can increase their capability with the help of KM practices.

Benefit leads to the motivation and satisfaction of employees. The work itself can be a highly motivating dimension with the help of proper KM practices. The managers’ prime responsibility is to focus on collaborative work with regularizing the exchange of knowledge, where new knowledge can be created and, do better for the organization.

This research study offers a new direction of motivation to work. The employee can be highly motivated if he can be benefited from the work itself. This study gives an approach to satisfy the employee with the help of KM practices. Perceived benefit is considered as an essential element for this study.

The main purpose of this study is to investigate the effect of learning culture and knowledge sharing (KS) on organizational effectiveness (OE). This study also proposed to investigate the role of employee competency in organizational success.

This study is based on the primary and secondary sources of data. The primary data comprises 392 responses from different information technology firms located in India, whereas secondary sources are based on journals, reports, company manuals, etc. The data was analyzed in partial least square-structural equation modeling using SMART-PLS 3.3 software.

This study confirms the conceptual model with the collected data. The key contributors to the model are organizational learning culture (OLC), KS, employee competencies (EC) and OE. The OLC and KS are the independent variables, and OE is the dependent variable, whereas the EC is the mediating variable in the research model. The findings reveal that there is a significant OLC on KS, EC and OE. Likewise, the relationship between KS and OE is also significant. The mediation analysis confirms the EC is significant for the relationships. However, the mediating effects of KS on the relationship between OLC and EC are not significant in this research.

An effective learning culture that leads to an increase in KS activities eventually enhances EC and promotes OE. It indicates that strengthening the learning culture will result in the promotion of knowledge sharing, and it is obvious that the employees’ competencies will increase when the employee is skilled and knowledgeable.

With references to different theories, this study provides an integrated model that shows the relationships between OLC, KS, EC and OE. By strengthening the OLC and KS, this relationship is benevolent to the success of the organization. The created framework paves the way for scholars to further explore insights from inside each component.

The current world of knowledge has a demand for intellectual capital to position or prosper any business. Organizations are constantly looking for developing a pool of talent to gain a competitive advantage. The purpose of this study is to find out the contribution of knowledge sharing that enhances the performance of the employees. This study also exhibits a model for measuring the performance of the employee.

This study is based on the primary and secondary sources of data. This paper has collected 354 samples from the different information technology (IT) firms located in India. The data were analyzed through statistical package for the social sciences-23 and analysis of moment structures. Path analysis has been conducted to examine the independent and mediating effects on the dependent factor.

This study confirms the conceptual model with the data. The key contributors are organizational intelligence (OI), organizational learning and knowledge sharing and organizational culture. The performance of the employee is primarily based on organizational learning. OI, knowledge sharing and organizational culture are the major factors that create an environment for organizational learning.

The findings suggest that organizational learning stimulates the effect of knowledge management practices on employee performance. Apart from this OI affirms the learning culture for IT firms.

Drawing from the different theories, this is the first study where the role of OI, organizational culture and knowledge sharing simultaneously aligned and shows the effect on employee performance with the mediation role of organizational learning.

The paper aims to determine how intellectual capital development mediators aid in the development of the company. Intellectual capital management (ICM) enhancers are difficult to measure, yet there is enough information available to assess how they affect the development of an organization.

The following queries have been covered in this paper: What are the essential components that make up a firm's development? What part do ICM facilitators play in the development of the company? A methodical analysis of the literature was used to determine the ICM facilitators that propel the growth of the organization. To determine the crucial components of ICM effectiveness, a survey-based questionnaire was sent to a variety of employees in the public and private sectors of Indian organizations.

The interpretive structural modeling (ISM) provides information on the degree of involvement and illustrates how facilitators impact one another. In this paper, the ICM strategy is described in general terms and how businesses can use it for the development of the firms that boosts productivity and efficiency. The significance of human, structural and relational capital (RC) in Indian enterprises is examined in this paper. In addition to human capital, structural capital and relational capital, organizational culture, innovation and learning are all essential for putting ICM practices into practice. Specifically, these elements directly affect a business's ability to gain a competitive advantage, grow and improve organizational performance and ultimately the development of the firms.

The profiles of the respondents and the organizations to which they belong must be taken into consideration when interpreting the research's conclusions and findings. The respondents are limited to Indian organizations only.

ICM facilitators can reduce the number of complaints from customers and increase their satisfaction with the goods and services provided by Indian firms. ICM efforts may also be redirected into innovation to raise the quality of goods and services.

To improve firm development, experts who develop and implement ICM systems and processes in their respective fields might find this study useful in identifying the facilitators and developing a suitable plan for the methodical growth of intellectual capital that makes use of ISM.

This paper aims to identify the contribution of knowledge management (KM) enablers for the organizational performance. It is difficult to measure the KM enablers, but there is sufficient reason for the contribution to employee empowerment, and indirect effects to employee commitment and organizational performance can be accessed.

This paper has addressed the following questions: What are the key attributes for the contribution of organizational performance? What is the role of KM enablers to the organizational performance? A systematic literature review was used to identify the KM enablers that drive organizational performance. The knowledge officers and software developers were invited to participate and respond to a survey based questionnaire to establish the important attributes of KM effectiveness. Interpretive-structural modelling was used to develop and determine the relationship between the identified enablers.

Organizational learning, clients’ review and organizational culture are the important variables for the implementation of KM practices. Moreover, both knowledge sharing and knowledge integration are responsible for employee empowerment and indirectly they accelerate the essence of employee commitment and organizational performance. Clients’ review plays a vital role in identifying the quality issues of the product and services.

The research findings and conclusions must be seen in the context of profiles of the respondents and the organization they belongs to. The respondents are limited to HR professionals of IT firms and software developers.

KM enablers can lead to minimization of clients complain and make them satisfied for using the product. KM effort can also redirect toward the innovation for the improvement of product design and quality.

The study used interpretive-structural modelling for identifying the enablers and making a proper plan for the systematic knowledge acquisition process. The study is useful for KM professionals in developing and implementing KM systems and processes in the field of their respective domains to improve organizational performance.