Search results

Much of the literature on knowledge management (KM) has focused on KM practices in large organisations where KM seems to encompass every KM process from capture of knowledge to its eventual reuse. Small and medium‐sized enterprises (SMEs) practise KM processes to a lesser degree or differently owing to their special characteristics and limitations. The purpose of this study is to understand how the special characteristics of SMEs influence their KM processes.

An in‐depth exploratory research study using a multi‐case design was conducted in four SMEs in Thailand. Four enterprise resource planning (ERP) service providers – two locally owned and two subsidiaries of multinational companies – participated in this qualitative study.

The analysis demonstrates that, in general, ownership and management structure as well as culture and behaviour characteristics of SMEs seem to have a more positive effect than other SME characteristics on KM processes. System, process and procedure, and customer and market characteristics have a more moderate effect. Human capital management seems to hinder somewhat rather than facilitate KM processes.

The study covers four organisations; all are ERP service providers. Hence, the results may not directly apply to other types of business such as manufacturing or trading.

The findings may be used as prescriptions for improving KM practices in SMEs. Further, this study may also serve as a basis for future quantitative research studies constructed to generalise these findings.

The purpose of this paper is to show that separate sources of knowledge are identified, described and clearly defined as organizational intangible knowledge assets. These knowledge assets are referred to as knowledge capabilities (KCs). knowledge management (KM) is utilized to leverage these assets with a view to systematic improvement in the process of achieving increased firm performance.

In this paper knowledge capabilities are described in terms of their knowledge life cycle, tacit/implicit/explicit nature of knowledge, technology and organizational processes that encompass a firm's human capital identified as knowledge workers.

The paper finds that five knowledge capability are presented and described as expertise, lessons learned, policies and procedures, data and knowledge documents.

The paper shows that knowledge assets can be measured and improved in order to investigate causal relationships with identified measures of performance.

The paper shows that by explicitly describing these knowledge assets, the KM activities within organizations can more effectively leverage knowledge and improve performance.

The paper sees that by drawing from both resource based and organizational learning literature, a knowledge management framework is presented to describe distinctly separate sources of knowledge within organizations. These knowledge sources are constructed as knowledge capabilities that can allow the assessment of organizational knowledge assets.

Quality management among multiple business units of a large organization is often difficult if each unit is run independently in terms on their quality standards. In this case, participants will discuss how Bukhari Group of Companies should establish a common brand image through standardized quality. Participants should also understand that common brand image for diverse products does not mean identical level of rejection or customer complaints. It should be understood that different markets have different tolerance for product failures. The participants can chalk out the measures the protagonist of the case should be able to take to effectively steer the Bhukari Group to achieve profits and excellence.

This paper aims to focus on the basic principle of WO₃ gas sensors to achieve high gas-sensing performance with good stability and repeatability. Metal oxide-based gas sensors are widely used for monitoring toxic gas leakages in the environment, industries and households. For better livelihood and a healthy environment, it is extremely helpful to have sensors with higher accuracy and improved sensing features.

In the present review, the authors focus on recent synthesis methods of WO₃-based gas sensors to enhance sensing features towards toxic gases.

This work has proved that the synthesis method led to provide different morphologies of nanostructured WO₃-based material in turn to improve gas sensing performance along with its sensing mechanism.

In this work, the authors reviewed challenges and possibilities associated with the nanostructured WO₃-based gas sensors to trace toxic gases such as ammonia, H₂S and NO₂ for future research.

Aims to describe the key role of human resource management (HRM) in providing a better workplace environment to women employees at NobelTek, India, thereby stemming attrition and increasing employee satisfaction.

Describes how a few simple changes made by HR managers to the workplace layout and design can make a tremendous difference to the life of women, especially expectant mothers. Draws on interviews with the company management team and the author’s observations.

Shows that, quite often, poorly designed workplaces mean that women cannot deliver to their full potential. HRM can play a key role in improving this.

Reveals how HRM’s interventions led to employees continuing to contribute to software-development projects and managing their own health and well-being simultaneously. This means that the talent and experience of women employees remain available to the company.

Research shows that many women withdraw from the formal economy, either temporarily or permanently, when they become mothers, or are about to become mothers. HRM can play a crucial role in ensuring that women stay in employment longer and continue to contribute to the economy during their pregnancy. This not only benefits the company but also the economy and society as a whole.

Considers the context of expectant mothers working in the software industry. Provides insights into how the challenges faced by expectant mothers can be reduced and overcome by well-designed and implemented HRM practices.

As industrial products are becoming more advanced and complex, the role of supporting services needed to exploit a product's function to an agreeable performance is becoming increasingly important. To achieve the best performance, industrial customers are entering into service contracts with the original equipment manufacturers (OEM) or independent service providers. This, in turn essentially involves service contract negotiation between OEM/service provider and the client. If such contracts are not negotiated carefully, it may lead to conflict and poor system performance. To achieve a win‐win situation for both parties, aspects such as what services to deliver, who is to deliver them, how they are to be delivered and received, and at which performance level, need to be considered in the negotiation process and agreed upon by both the provider and the client. A conceptual framework has been developed for service delivery negotiation process based on review of literature and analysis of results from a survey conducted to study the existing approaches being practiced by the industrial organizations to negotiate a service contract.

Given the increasing global significance of Indian markets, multi-national corporations (MNCs) are keen to do business here; however, cross-cultural issues can be barriers in managing human resources (HR) in international businesses. The purpose of this paper is to understand how MNCs can successfully do business in India, with special reference to cross-cultural issues and management of HR.

In-depth interviews were conducted with executives working in MNCs and Indian MNCs based in India and abroad. Respondents were senior professionals, working in diverse sectors and had global work experience for about five years. Majority of the interviews were conducted in Delhi and some were conducted in Singapore. Interviews responses were qualitatively analysed.

Findings reveal that MNCs wanting to do business in India need to have a long-term business focus, a well-defined expatriate policy and deep pockets to experience growth and payoffs on investments. In order to be successful, they need to understand India culturally and geographically, build trusting relationships with HCNs, partner with local players who are familiar with domestic challenges and localize the best practices of the west. Attrition and retention being the major challenges in India, compensation alone is not enough to attract and retain talent. Understanding Indian psyche and offering individuals a unique value proposition such as challenging roles and professional growth is imperative for creating an attractive employer brand in order to win the war for talent.

Though sample size is small, this research has implications for MNCs operating in India or planning to set up Indian operations.

Inferences have been drawn out of primary data collected from senior executives who were handling core MNC operations and sharing their wealth of experience. The findings give fresh insights into the whole issues of MNC management involving cross-cultural and HR issues.

After working through the case, the students should be able to understand Indian political economy and the brand building process of NaMo; identify the media mix strategies used to build the brand NaMo in India; evaluate possible future growth strategies for brand NaMo; and compare and contrast brand NaMo with business brands.

Narendra Modi popularly called as NaMo was the current Prime Minister of India. He belonged to Bhartiya Janata Party (BJP) which won India’s general elections in two consecutive terms 2014 and 2019. NaMo was recognised worldwide for his prudence in leading the country to greater heights of achievement. NaMo started his political journey as the worker of BJP at a tender age. His rise in political career was akin to flagship brand overtaking the parent brand. All the steps taken in the past to position himself as a cult brand, will it fortify to NaMo’s victory in 2024 general elections? Business firms may follow NaMo’s strategies. What can the business brands emulate from NaMo to market and position themselves? Can political success be transpired to business success?

This case is designed for use in a graduate-/postgraduate-level marketing course in segments on brand management, brand expansion and the marketing strategies of a market leader. The case can also be used in a brand management course to discuss brand management models (e.g. Keller’s brand resonance pyramid and brand value chain). This case has particular application for classes that focus on brand equity, STP for any brand (segmentation, targeting and positioning) and brand value chain. The case looks in detail at the Indian political market and brand building process of NaMo and examines competitive moves since its inception. This case can be used in brand management, media management courses. The dilemma can be explained as part of a marketing course for postgraduate and executive programmes.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 8: Marketing.

The paper proposes a maturity assessment method to measure the state of maintenance practices in a company.

The method assumes that a maintenance department is evaluated in terms of its managerial, organizational and technological capabilities. By its adoption it is possible to analyse the maturity level reached by a company, in order to classify the criticalities in its maintenance processes; a company can also make a benchmark with the best companies of a reference sample.

The paper presents the method as a support to identify the levers to improve the maintenance management system. The method is demonstrated on a company whose maturity is assessed before making a benchmark against a sample of other manufacturing companies located in the Northern Italy.

The paper presents a scoring method for maturity assessment and a procedure to use it in order to identify the criticalities in maintenance processes and to subsequently drive the improvement of the maintenance management system. The paper should be useful both to researchers and maintenance professionals interested in using new methods for long‐term planning in maintenance.