INTRODUCTION

CHAPTER 1
1. INTRODUCTION
1.1 KNOWLEDGE MANAGEMENT
Knowledge Management is a system to facilitate learning, innovation and
sharing to achieve the strategic objectives of an organization. Knowledge
Management (KM) comprises a range of strategies and practices used in an
organization to identify, create, represent, distribute, and enable adoption of insights
and experiences. Such insights and experiences comprise knowledge, either
embodied in individuals or embedded in organizational processes or practice.
An established discipline since 1991 (see Nonaka 1991), KM includes courses
taught in the fields of business administration, information systems, management,
and library and information sciences (Alavi & Leidner 1999). More recently, other
fields have started contributing to KM research; these include information and
media, computer science, public health, and public policy.
Many large companies and non-profit organizations have resources dedicated to
internal KM efforts, often as a part of their 'business strategy', 'information
technology', or 'human resource management' departments (Addicott, McGivern &
Ferlie 2006). Several consulting companies also exist that provide strategy and
advice regarding KM to these organizations.
Knowledge Management efforts typically focus on organizational objectives
such as improved performance, competitive advantage, innovation, the sharing of
lessons learned, integration and continuous improvement of the organization. KM
efforts overlap with organizational learning, and may be distinguished from that by
a greater focus on the management of knowledge as a strategic asset and a focus on
encouraging the sharing of knowledge.

KM efforts can help individuals and groups to share valuable organizational

insights, to reduce redundant work, to avoid reinventing the wheel per se, to reduce
training time for new employees, to retain intellectual capital as employees turnover
in an organization, and to adapt to changing environments and markets (McAdam &
McCreedy 2000) (Thompson & Walsham 2004).
"Knowledge Management is the discipline of enabling individuals, teams and
entire organizations to collectively and systematically create, share and apply
knowledge, to better achieve their objectives". Knowledge management will deliver
outstanding collaboration and partnership working. It will ensure the region
maximizes the value of its information and knowledge assets and it will help its
citizens to use their creativity and skills better, leading to improved effectiveness
and greater innovation".
1.2 MEANING AND DEFINITION
Knowledge management is the name of a concept in which an enterprise
consciously and comprehensively gathers, organizes, shares, and analyzes its
knowledge in terms of resources, documents, and people skills.
Knowledge management is based on two critical activities:
(1) capture and documentation of individual explicit and tacit knowledge, and
(2) its dissemination within the organization
Snowden (2000) defines knowledge management as: The identification,
optimization, and active management of intellectual assets, either in the form of
explicit knowledge held in artifacts or as tacit knowledge possessed by individuals
or communities.
The most common type of definition describes knowledge management as a set
of processes directed at creating-capturing-storing-sharing-applying-reusing
knowledge (Sydanmaanlakka 2000).

Characteristics of Knowledge Management:

Knowledge Management is about people and learning organizations:
It is directly linked to what people know, and how what they know can
support business and organizational objectives. It draws on human competency,
intuition, ideas, and motivations. It is not a technology-based concept. Although
technology can support a knowledge Management effort, it shouldnt begin there.
Knowledge Management is orderly and goal-directed:
It is inextricably tied to the strategic objectives of the organization. It uses only
the information that is the most meaningful, practical and purposeful.

Knowledge Management is ever changing:

There is no such thing as an immutable law in Knowledge Management.
Knowledge is constantly tested, updated, revised and sometimes even obsolete
when it is no longer practicable. It is a fluid, ongoing process.
Knowledge Management is value added:
It draws upon pooled expertise, relationships, and alliances. Organizations can
further the two-way exchange of ideas by bringing in experts from the field to
advise or educate managers on recent trends and developments. Forums, councils,
and boards can be instrumental in creating common ground and organizational
cohesiveness.
Knowledge Management is visionary:
This vision is expressed in strategic business terms rather than technical terms,
and in a manner that generated enthusiasm, buy-in, and motivated managers to
work together toward reaching common goals.

 Knowledge Management is complementary:

It can be integrated with other organizational learning initiatives such as Total
Quality Management (TQM). It is important for knowledge managers to show
interim successes along with progress made on more protracted efforts such as
multilayer systems developments infrastructure, or enterprise architecture projects.
Knowledge Management can be divided into four groups:

Data

Information

Knowledge

Wisdom

A basic understanding of Data, information and knowledge helps in

understanding of knowledge management system. Here we will try to explain all
these with some simple examples.
DATA:
Data in its own way known as a collection of discrete objects, facts or events
out of context. Data has no reference to space or time. In some advance way we can
say collection of some objects or results of some process are known as data. It is
also known as unprocessed information. Inside the spread sheet of excel in each cell
we store data, on its own it does not give any information.
When we store the sells figure of the company in a spread sheet we call it as
data. We may do some categorization on the data to get meaning full output from it.
INFORMATION:

The processed data is known as information. From a collection of data we can

derive meaningful information (conclusion). We can't call it information if we are
not getting any result (conclusion) out of our data.
The sells figure stored in a spread sheet on its own can't give any conclusion but
on observation or by statistical tools we can see that north region the sells are better
than southern region. This is the information we get out of the sells data.

KNOWLEDGE:
After Data and information Knowledge is in the next stage of evolution. When
we apply our experience, jurisdiction or judgment to the information we get
knowledge. Knowledge is the result of learning. Knowledge is the internalization of
information, data, and experience. In our sells data we can conclude that more
marketing efforts or promotions are required in south than in north to improve the
sells in southern region.
Knowledge is divided into two types, tacit knowledge and explicit knowledge.
Organization learning depends on knowledge creation process which is explained in
SECI (Socialization, Externalization, combination, Internalization) cycle.

Fig 1.1 Figure showing the divisions of Knowledge Management

1.3 HISTORY

KM efforts have a long history, to include on-the-job discussions, formal apprenticeship,

discussion forums, corporate libraries, professional training and mentoring programs. More
recently, with increased use of computers in the second half of the 20th century, specific
adaptations of technologies such as knowledge bases, expert systems, knowledge repositories,
group decision support systems, intranets, and computer supported cooperative work have been
introduced to further enhance such efforts.[1]
In 1999, the term personal knowledge management was introduced which refers to the
management of knowledge at the individual level (Wright 2005).
In terms of the enterprise, early collections of case studies recognized the importance of
knowledge management dimensions of strategy, process, and measurement (Morey, Maybury &
Thuraisingham 2002). Key lessons learned included: people, and the cultures that influence their

behaviors, are the single most critical resource for successful knowledge creation, dissemination,
and application; cognitive, social, and organizational learning processes are essential to the
success of a knowledge management strategy; and measurement, benchmarking, and incentives
are essential to accelerate the learning process and to drive cultural change. In short, knowledge
management programs can yield impressive benefits to individuals and organizations if they are
purposeful, concrete, and action-oriented.
More recently with the advent of the Web 2.0, the concept of Knowledge Management
has evolved towards a vision more based on people participation and emergence. This line of
evolution is termed Enterprise 2.0 (McAfee 2006). However, there is an ongoing debate and
discussions (Lakhani & McAfee 2007) as to whether Enterprise 2.0 is just a fad that does not
bring anything new or useful or whether it is, indeed, the future of knowledge management
(Davenport 2008).

REVIEW OF LITERATURE

CHAPTER 2
2. REVIEW OF LITERATURE

2.1 CONCEPT AND THEORY

KNOWLEDGE MANAGEMENT
Knowledge management (K M) involves the identification and analysis of available and required
knowledge assets and knowledge assets related processes, and the subsequent planning and
control of action to develop both the assets and the processes so as to fulfill organizational
objectives
Knowledge management is the management of an environment where people generate tacit
knowledge, render it into explicit knowledge and feed it back to the organization. This forms the
base for more tacit knowledge, which keeps the cycle going in an intelligent, learning
organization. It is the process of creating, institutionalizing and distributing information and best
practices to solve business problems rather than continually reinventing the wheel.
An established discipline since 1991 KM includes courses taught in the fields of business
administration, information systems, management, and library and information sciences. More
recently, other fields have started contributing to KM research; these include information and
media, computer science, public health, and public policy.
Prof. Gopinath defines the Knowledge Management in three different views:
Knowledge Management is a right principle for right application and right use.
Knowledge Management is a field of handling knowledge in different stages. It focuses around
creation, capturing, nurturing, documenting, disseminating, absorbing and conserving for
development of human resources.

10

 Knowledge Management is a process of enriching human resource, material resource and

environment (organizations environment, work environment) preservation.
R. Gregory Wenig (1998) defines KM from organizational perspective. According to his
definition, Knowledge Management for the organization consists of activities focused on the
organization gaining knowledge from its own experience and from the experience of others, and
on the judicious application of that knowledge to fulfill the mission of the organization.
Tom Davenport (1998, brint.com) says KM is: Process of capturing, distributing, and
effectively using knowledge.
Ellen Knapp (1998 brint.com) defines KM as the art of transforming information and
intellectual assets into enduring value for an organizations clients and its people.
CLASSIFICATION OF KNOWLEDGE
Knowledge is categorized by Nonaka and Takeuchi (1995) in two different categories as
explicit and tacit knowledge. The distinction between explicit and tacit knowledge is important.
Nonaka and Takeuchi (1995), state that explicit knowledge can be codified in a tangible form,
whereas tacit knowledge is possessed by people and is inexpressible. Knowledge is codified
when it is recorded or transmitted in the form of symbols or in a tangible form whereas tacit
knowledge is non-codified which is acquired by informal learning. Tacit knowledge is rooted in a
social and cultural milieu whereas codified knowledge is context-dependent. (Roberts, 2000)
Symbols can be used to formulate explicit knowledge. The transfer of explicit knowledge is thus
easier. Tacit knowledge is rooted in practice and is meaningful within specific circumstances.
Tacit knowledge is more difficult to transfer. Tacit knowledge is non-codified, intangible knowhow acquired by learning by doing. Tacit knowledge does not entail the creation and gaining of
tangible elements. It is totally alive in the people, based on practice and experience.
(Johannessen, Olaisen, Olsen, 2001)

11

Explicit knowledge represents the knowing about (the objecti ve knowledge), while tacit
knowledge the knowing how (or the subjective knowledge). (Bolisani and Scarso, 1999, p210)
Explicit knowledge is based on the rationalization of information and can be codified in different
shapes such as formulas, designs, reports etc. resulting in relative easiness to acquire, convey,
and store. However, tacit knowledge is directly associated with ideas, observations and practice.
(Bolisani and Scarso, 1999)
Explicit knowledge is assumed to be developed free from personal bias. Embedded in principles
and assumptions of the owner, tacit knowledge is highly subjective, however, explicit knowledge
can be purely and objectively solidified. Explicit knowledge is assumed to be independent of
people and it exists in different shapes like documents and diagrams. (Hislop, 2002)
The classification of the tacit and explicit knowledge is clear to the authors. Even though they
define tacit and explicit knowledge in different ways, they make a clear distinction between tacit
and explicit knowledge.

12

The table summarizes the differences between tacit and explicit knowledge.
Table showing the difference between Explicit and Tacit knowledge

Explicit Knowledge
Independent

of

people,

Tacit Knowledge
free

from Dependent

of

people,

associated

with

ideas,

personal bias, based on the rationalization observations and practice, inexpressible

of information
Objective

Subjective

Context-dependent

Rooted in a social and cultural milieu

Codified in a tangible form

Non-codified, intangible know-how

Recorded or transmitted in the form of Acquired by informal learning,

symbols

Exists in different shapes such as

formulas, designs, reports, documents
and diagrams

Easily transferred

learning by doing

Rooted in practice and is meaningful within specific

circumstances, alive in the people, based on practice
and experience

More difficult to transfer

Relatively easy to acquire, convey and More difficult to acquire, convey.

store.

13

From the point of view explicit knowledge is the raw knowledge similar to information. It is
believed that the definition of information is very close to explicit knowledge. Information
and/or explicit knowledge is the basis of tacit knowledge. Mentioned above the different levels
of knowledge is as follows:
1- Data
2- Information
3- Knowledge (Both tacit and explicit)
Therefore, it would clearly separate the levels of explicit knowledge from tacit knowledge. The
highest level is the tacit knowledge. Data is the basis for information, information is the basis for
explicit knowledge and explicit knowledge is the basis of tacit knowledge. A parallel discussion
is held by Hislop (2002) referring to Tsoukas (1996) to state two different perspectives about
knowledge. Objectivist perspective separate completely tacit and explicit knowledge and
epistemology of practice perspective argues that tacit and explicit knowledge are indivisible and
are jointly formed.
Hislop (2002) is against a strict classification between tacit and explicit knowledge stating that
tacit and explicit knowledge are not at the end of a spectrum. He criticizes arguments which state
that tacit and explicit knowledge possess totally different characteristics and are shared in totally
different ways. Roberts (2000) also emphasize that even when knowledge is codified, much of
the tacit element remains uncodified. Codes like foreign language or a technical jargon should
be learned to make sense of knowledge.
According to Hislop (2002) without an understanding of its language any text will be random
series of letters, numbers and images to the reader. Therefore, knowledge is tacit, or based on
tacit knowledge. He refers to Clarks (2000) explicit knowledge who symbolizes the
indivisibility of tacit and explicit knowledge.

14

Hislop support my new classification with his argument that the knowledge cannot be divided
totally into tacit and explicit knowledge. As my new classification suggests, the explicit
knowledge is the basis for tacit knowledge and tacit knowledge is the highest level of knowledge
incorporating explicit parts.
Knowledge management can be described as the way organizations collect, increase and
organize knowledge for their specific actions and within their specific cultures to increase
organizational efficiency. It is the ability of an organization to retain or improve organizational
performance with experience and knowledge. (Pan and Scarbrough, 1999)
Hislop (2002), states that management of knowledge is not simply combining, sharing or
making data commonly available. Knowledge management is based on the transfer or exchange
of knowledge. Roberts (2000) names knowledge transfer as the diffusion of knowledge from one
individual to others. Knowledge transfer occurs as a result of socialization, education and
learning.
Epistemology of practice perspective and suggests that, to be useful, knowledge sharing
necessitate people developing a positive reception of its tacit statements on which it stands.
Hislop (2002) refers to Bolisani and Scarsos (2000) language game model which states that
dialogues and language are very important to transfer knowledge.
Johannessen, Olaisen, Olsen (2001) refers to Nonaka (1994) stating that organizational
knowledge is the result of interaction between tacit and explicit knowledge. Therefore tacit
knowledge cannot be understood without the explicit part of the complete knowledge base. They
argue that the challenge for companies is to make tacit knowledge of people explicit in the
organization and that tacit knowledge based on personal experience can be made explicit in the
organization through relationships based on thrust.

15

Roberts (2000) underlines the importance of trust for exchange of knowledge. Trust is subject to
social environment, differs from cultures to cultures and nations to nations. Cross-border
exchange of knowledge requires high level of trust which can be only a result of socialization
therefore intense face-to-face relations. Face-to-face contact compensates difficulties occurring
due to cultural and language differences.
Hislop (2002) emphasizes the social construction and cultural embedness of knowledge.
Knowledge is not shaped by passive perceiving but by interaction with social groups. He further
states that effective sharing of knowledge is directly related with wide social interactions since
tacit knowledge can be only shared by high social interactions.
Organizations need to manage their knowledge base to be able to reach organizational efficiency.
The most important challenge is the management of the highest level of knowledge which is tacit
knowledge based on explicit knowledge. Tacit knowledge is highly dependent on the social
environment and on the organizational culture. Therefore, knowledge management requires more
than commonly available databases. Since tacit knowledge is alive in people, tacit knowledge
can be only transferred by socialization under high level of trust. Therefore face to face
communication is the most important means of tacit knowledge transfer.

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THE GENERAL KNOWLEDGE MODEL

Knowledge Creation
This comprises activities associated with the entry of new knowledge into the system, and
includes knowledge development, discovery and capture.
Knowledge Retention.
This includes all activities that preserve knowledge and allow it to remain in the system once
introduced. It also includes those activities that maintain the viability of knowledge within the
system.

17

Knowledge Transfer.
This refers to activities associated with the flow of knowledge from one party to another. This
includes communication, translation, conversion, filtering and rendering.
Transfer of Knowledge improves system quality by providing quick feedback, a variety
of alternatives, predictable screen changes, and enhanced customer support.
Knowledge Utilization.
This includes the activities and events connected with the application of knowledge to
business processes.
Knowledge and Learning within a Project:
Knowledge has a long established role in theories designed to explain organizations and their
performance. In earlier theories it appeared under the guise of "technology." Lately, theorists
have given knowledge a more explicit role of its own.
This focus on knowledge derives from several key insights:
Environmental turbulence (e.g., regulatory and technology changes) has forced many
organizations to innovate faster and to operate more efficiently. This pressure requires a focus on
continual learning and renewal.
Specialist or distinctive knowledge embodied in products or services can be a source
of competitive advantage and therefore drive value creation.
The means by which organization is effected (lines of authority, integrating committees, etc.)
can be conceptualized in terms of knowledge and information processing.
Knowledge and information have characteristics that distinguish them from other
organizational resources, e.g., persistence, negligible cost of duplication, low visibility, and
intangibility.

18

Stages of Knowledge Management

Michael Koenig explained three stages of Knowledge Management:
1.) The first stage of KM all about use of IT (intranets) for knowledge sharing and coordination
across the enterprise.
2.) The second stage added focus on human and cultural factors as essential in getting humans to
implement KM

3.) The third stage is the awareness of the importance of content- and, in particular, an awareness
of the importance of the retrievability and therefore of the arrangement, description, and
structure of that content.

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2.2 INDUSTRY PROFILE

HOME APPLIANCES MANUFACTURES INDUSTRY
India has emerged as one of the world's top ten countries in industrial production as per UNIDO's
new report titled 'Yearbook of Industrial Statistics 2010'.India surpassed Canada, Brazil and
Mexico in 2009 to reach the 9th position from the 12th position it held in 2008.
The Index of Industrial Production (IIP) quick estimates data for October 2010 shows a growth
of 11.3 per cent in the manufacturing sector as compared to October 2009. The cumulative
growth during April-October 2009-10 over the corresponding period of 2008-09 is 11 per cent,
according to data by the Ministry of Statistics and Program Implementation.
The selling industry in India is generally defined as a low investments and high returns affair.
The rapid growth of the selling market in India means that sales in the country could bring in
more than $1 billion by the fiscal year ending March 2013. The forecast was made by the World
Federation of direct Selling Associations.
The Association pointed out that the current Indian market for direct selling products is worth
around U$600m and provides employment to around 1.8 million people, of which 1.2 million are
women. Hence, though India continues to witness a phenomenal growth of shopping malls and
specialty retail stores, direct selling industry, too, is on a fast route to success.

20

GROWTH TRENDS
India is ranked second in terms of manufacturing competence, according to report
'2010 Global Manufacturing Competitiveness Index', by Deloitte Touch Tohmatsu and
the US Council on Competitiveness. The report states that the country's talent pool of
scientists, researchers, and engineers, together with its English-speaking workforce and
democratic regime make it an attractive destination for manufacturers.
India, the direct selling industry has shown a robust growth, bringing numerous
individuals in its fold through its entrepreneurial nature of activity. Today, the industry
encompasses a size of INR 33,300 million, bringing into its fold nearly 1.8 million people
and having posted a healthy growth rate of 17% in 2008-2009.
HOME APPLIANCES
Home Appliances are that without which a modern home is considered incomplete, especially
in urban areas. We have become so used to some of the home appliances that it seems difficult
to live without them. Indeed, they have made our life more comfortable and easier than ever.
In metro cities and big towns, such household appliances are regarded as a boon, as they are
instrumental in cutting down the time involved in most of the domestic chores. This is really a
great help since people often find it difficult to keep a balance between professional
obligation and household needs.
HOME APPLIANCES PRODUCTS
Products such as microwave ovens, juicer- mixer- grinder, fully automatic washing machines,
and frost- free refrigerators are the most popular category of home appliances. This is because
they have made the work of housewives less tiresome and more enjoying. Most of the
domestic appliances are useful in various kitchen related jobs and hence are termed as kitchen
appliances. Gas stoves, toasters, microwave ovens, mixer & grinders, juicers & blenders, rotti
makers, refrigerators, water purifiers are some of the most common kitchen appliances in
India. Besides, there is a category of electronic products that have become an integral part of
modern houses. These are air conditioners, fans, room coolers, room heaters, geysers,
electrical irons etc.
HOME APPLIANCES COMPANIES IN INDIA

21

There are many Home Appliance companies in India like Videocon, Voltas, Godrej, Blue star,
Ken star etc. Apart from them there are various international companies also that deal in
domestic appliances. Some of these home appliances manufacturers are Samsung, LG, IFB,
Whirlpool, and Kenmore etc. With the arrival of international brands in Indian market, the
competition among rival companies have become stiff, which results in further improvement
in qualities and depreciation in prices of most of the home appliances in India. Since, a
majority of products are electrically operated; the focus is on such household appliances that
are efficient in power consumption.
HOME APPLIANCE STORES
Most of the leading home appliances manufacturers and companies have set up their
exclusive

retail outlets in important towns and cities of the country. Besides, there are

local home appliances suppliers, manufacturers, wholesalers and retailers spread

throughout India. Apart from that Home Appliances stores and shops are located in every
locality, which let you compare products of different companies before buying and also
let you buy all kinds of home appliance products at one place. Some manufacturers also
offer after sale service, and if needed, repair the damaged parts of your electronic
products. So here you will find the sites of some of the leading Home Appliances
manufacturers and suppliers.
Samsung: Samsung India has its head office in Delhi and 19 branches all over the
country. It manufacturers a comprehensive range of home appliances such as microwave
ovens, refrigerator, air conditioners and washing machines. All these products come in
various sizes and styles and offer various functions according to your need and budget.

LG- Life's Good: LG Electronics is a South Korean company and was established in
India in 1997. They started their business with manufacturing of Color Televisions, LG

22

Washing Machines, Air-Conditioners and Microwave Ovens and other electronics

products. Till date it has gained a reputed name in Indian home appliances industry and
serving their customers satisfactorily from the past one decade.
Videocon: There are number of Home Appliances companies in India among which
Videocon is one of them who tops the list. Their domestic products include refrigerators
of various types, microwave, mixer grinder, television etc.
Godrej: Godrej is one of the prominent manufacturers of home appliances in India. Its
domestic appliances products include refrigerators, washing machines, air conditioners
and cooking ranges. Its kitchen appliances are vast such as rotti maker, sandwich maker,
and toaster. They offer full warranty on their products.

2.3 COMPANY PROFILE

23

GANDHIMATHI APPLIANCES LIMITED

The Gandhimathi Appliances Limited, Butterfly Group, Pioneers in Stainless
Steel Appliances started operations four decades ago. The company was the first
in India, to introduce Stainless Steel Pressure Cookers and Vacuum Flasks, and
acquire the ISO 9002 certification, in the LPG and Mixie divisions. Over the
years, under the enterprising leadership of Mr. V. Murugesa Chettiar and his
sons, Butterfly has grown to be a household name among millions in India.
Today, Butterfly manufactures a comprehensive range of home appliances,
kitchen products and cookware. Four state-of-the-art-manufacturing units,
backed by the latest R&D facilities ensure total compliance to standards of
excellence in design and quality.
Quality and Consistency are the prime motivating factors. Butterflys in-house
design facilities, tool & die-making facilities with an impetus on quality control,
has enabled the company to consistently produce products of the highest quality
sticking to the finest functionality norms.
The Company has state of the art manufacturing facility. The Companys R&D
facilities has the latest design and development tools, Spectrum Analyzer etc. to
keep up its passion for progress at all levels. This passion would constantly give
birth to new product ranges
Over the years, the BUTTERFLY Group has grown from just manufacturing a
handful of basic kitchen utensils to an organization involved in a comprehensive
range of domestic appliances, kitchen products and cookware.

Butterfly products are also exported to the United Kingdom, Canada, Australia,
Japan, Middle East and the East Asian Countries, among others.

24

Across the globe, Butterfly products have been recognized for their quality
standards by various international organizations.
The Success of Butterfly is attributed to its customer orientation. Serving the
customer with the finest quality products and adapting to the changing needs and
a

taste

of

customers

has

been

the

Companys

BUTTERFLY is all set to conquer wider horizons.

2.4 PRODUCT PROFILE

25

primary

motive.

Gandhimathi Appliances Limited manufactures a comprehensive range of home

appliances, kitchen products and cookware. The major wide ranges of products are

LPG STOVES

26

MIXER GRINDERS

TABLE TOP GRINDERS

PRESSURE COOKERS

27

STAINLESS VACUUM FLASKS

STAINLESS STEEL VACUUM LUNCH BOX

28

ELECTRIC COOKERS

ENSEMBLE

29

The company's products command a premium valuation in the home appliances market.
The company has excellent reach in South India and I don't have the details on North
India. But, the company has established branches across the country.
Today, it manufactures a comprehensive range of home appliances, kitchen products and
cookware. Four state-of-the-art-manufacturing units, backed by the latest R&D facilities
ensure total compliance to standards of excellence in design and quality.

30

RESEARCH
METHODOLOGY

CHAPTER 3

3. RESEARCH METHODOLOGY

31

RESEARCH DESIGN
The research design is a plan for addressing the research objectives or
hypotheses. The research design is a blue print of action. It involves a series of
rational decision making choices regarding the purpose of the study, its scope, its
location, the type of investigation, the extent to which it is controlled and
manipulated by the researcher, the time aspects, the collection, measurement and
analysis of data.
In essence, the researcher develops a structure or framework to answer a
specific research problem/opportunity. There is no single best research design.
Instead, different designs offer an array of choices, each with certain advantages
and disadvantages. Overall, the researcher must attempt to provide management
with the best information possible, subject to the various constraints under which
he or she must operate.

METHOD OF DATA COLLECTION

The researcher has collected both primary & secondary data for this
research.
Primary Data:
The Primary data is collected by Survey Method Questionnaires and Data
Collection from top Management to middle level Management.
Secondary Data:
The Secondary data have collected from books, Company Manuals, websites and
Organization guide.

32

Pilot Study
Pilot study was conducted among twelve respondents. In the course of the
interview, the researcher had experienced some difficulties in getting answers to
some of questions raised and suitable changes have been incorporated before
finalizing the questionnaire.
SAMPLING TECHNIQUE

A sampling technique is the name or the other identification of the specific

process by which the entities of the sample have been selected.
Sampling Unit
A sampling unit is one of the units into which an aggregate is divided for
the purpose of sampling, each unit being regarded as individual and indivisible when the
selection is made.
Total Population

Total population is an identifiable total group or aggregation of elements

that are of interest to the researcher and pertinent to the specified problem. In
other words it refers to the defined target population. A defined target population
consists of the complete group of elements (people or objects) that are specifically
identified for investigation according to the objectives of the research project. A
precise definition of the target population is usually done in terms of elements,
sampling units and time frames.
The total population for the study is around 1000.
Sample Size
A sample is a subset or subgroup of the total population. It comprises
some members selected from it. Only some and not all elements of the population
would from the sample.
The Sample size selected from the total population is 150.

33

Sampling Method

Sampling method is the method used to select sample or subgroup of

people or objects from the overall membership pool of defined target population.
The researcher has used Convenience Sampling Method. Convenience
sampling is used in exploratory research where the researcher is interested in
getting an inexpensive approximation of the truth. As the name implies, the
sample is selected because they are convenient. This non-probability method is
often used during preliminary research efforts to get a gross estimate of the
results, without incurring the cost or time required to select a random sample.

3.1 STATEMENT OF THE PROBLEM

Today knowledge is considered as a better valued asset than the physical assets of an
organization. One must know how to manage people particularly knowledge workers.
The damage or loss to an organization can be very high if knowledge workers are not
handled properly. The knowledge sharing is even more complex and critical for

34

multinational organizations. They are geographically dispersed and effective knowledge

management is extremely required to survive in global competition. If an employee
leaves, he takes away what he knows and learnt at the cost of the company the
knowledge is lost for the company. The other competitor firm gains less expensively. So
its an important one for every company to know about its level of Knowledge
management and this study will help to evaluate the effectiveness of Knowledge
management in Gandhimathi Appliances Limited.

3.2 NEED FOR THE STUDY

The need for the study was to identify general trends in KM practices across several
organizational types in order to gain insight into why and how organizations are
practicing the management to knowledge. In particular, the goal was to determine six
dimensions of KM initiatives.

35

Stated goals and objectives

Types of Knowledge being managed

Sources and the consumers of knowledge

Knowledge processes involved

Methodologies employed

And the technology used

3.3 OBJECTIVES OF THE STUDY

Primary Objective:

36

To study the effectiveness of Knowledge Management system in Gandhimathi

Appliances Ltd.

SECONDARY OBJECTIVE:

To achieve and maintain high morale among employees.

To help the organization to identify the concentration areas and less populated
areas of knowledge

To encourages the free flow of ideas which leads to insight and innovation

To lead to greater productivity.

3.4 METHODS / TOOLS

37

Tools are the one which is used for calculations and based on the results
the hypothesis are proved.
Percentage Analysis
This is the method to represent raw streams of data as percentage (a part in
100 - percent) for better understanding of collected data.
Chi-Square Test
The Chi-Square test is a useful measure of comparing experimentally
obtained results with those expected theoretically and based on the hypothesis. It
is used a test statistic in testing a hypothesis that provides a set of theoretical
frequencies with which observed frequencies compared.
Weighted average method
Proper weight age is to be given various items. The weightage to each
item being proportional to the importance of the item in the distribution. Weight mean
gives the result equal to the sample mean of the weights assigned to each of the variety
values are equal. The formula calculating the weighted average is given by
Xw =wi xi / wi
Xw Weight Mean
Xi value of I items x
Wi - Weight of I items x

3.5 SCOPE OF THE STUDY

38

The Scope of Knowledge Management (KM) is the same as any management plan: longterm organizational viability through the consistent generation of stakeholder value.
During the course of the project, it was found that though many companies talk
about knowledge as a key asset, but the number that have actually jumped into practicing
knowledge management is not more than a few hundred out of thousands of corporations
around the world. . Besides, because of the various beliefs and myths wrongly associated
with KM, the KM initiatives undertaken in an organization with the right intentions
sometimes fail miserably. The project report seeks to identify the various issues that
underline an effective and efficient KM implementation such as the basic strategies that
help in its successful implementation, the technologies to be made use of, the
measurement techniques etc.
The Knowledge Management initiatives undertaken and the strategies made use of at
Gandhimathi Appliances Limited, one of the major leading FMCG company in our
country, has been incorporated in the project report as a case study to serve as a pointer to
any organization that seeks to successfully implement KM initiatives

3.6 LIMITATIONS OF THE STUDY

39

Workers may be resistant to change may feel secure in jobs.

Time - The time frame had been limited during the study period and is
therefore a limitation to the study. With more time and preparations we could
have performed a wider study.

40

DATA ANALYSIS
AND
INERPRETATION

CHAPTER 4

41

DATA ANALYSIS AND INTERPRETATION

4.1 Statistical Test Percentage Analysis
Table showing the Demographical Data of the respondents
No of
Demographical Details
Gender
Male
Female
Age
18-25
26-30
Above 30
Educational

Responses Percentage

qualification
12th or diploma
UG
PG
Professional
Experience
0-5 years
5-10 years
Above 10 years

94
56

63
37

66
36
48

44
24
32

84
36

56
24

30

20

76
45
29

50.7
30
19.3

Demographical data of the respondents are formulated into a table shown above, where
majority responses were received from men; where as the respondents of professional
experience 0-5 years in the organization contributed 51% of the total response and 44%
of age group falls under 18-25 are the major respondents in the organization.

42

43

Table 4.1

Is Knowledge is important for making awareness to the employees

44

Statement

No of Responses

Percentage

Yes

124

83

No

26

17

Total

150

100

INFERENCE:
From the analysis it is evident that in the organization knowledge is often embedded not
only in documents and repositories but also in organizational routines, process, practices
and norms which help in making awareness to the employees and hence most of the
associates of about 83% strongly believe in the above said fact and only 17% of the
respondents deny the fact.

Chart 4.1

Is Knowledge is important for making awareness to the employees

45

Table 4.2

The Important approaches of Knowledge Management in Gandhimathi Appliances

Statement

No of Responses

46

Percentage

Mechanistic approach

35

23.3

Cultural/Behaviorist approach

25

16.7

Systematic approach

44

29.3

All of the above

46

30.7

Total

150

100

INFERENCE:
From the analysis it is observed that 23% of the associates were mainly concentrates on
mechanistic approach. They felt that this approach are relatively easy to implement for
corporate political reasons, and about 14% of the associates shows interest on
Cultural/behaviorist approach as they were not sure that the positive results achieved by
cultural/behaviorist strategies may not be sustainable, measured, cumulative or replicable.
About 30% of the associates in were involved in the systematic approach, as they
know that cultural issues are important but they too must be evaluated systematically and
about 31% of the respondents concentrate on above all three approaches as they felt that
these three approaches are important for the growth of the organization.
Chart 4.2

The Important approaches of Knowledge Management in Gandhimathi Appliances

47

Table 4.3

The role of Knowledge Management is becoming more and more important in

library and information centers

48

Statement

No of Responses

Percentage

Agree

42

28

Strongly Agree

73

48.7

Disagree

35

23.3

Total

150

100

INFERENCE:
From the analysis it is evident that most associates were able to know the importance
of knowledge management in library and information centers. Above 45% of the
respondents strongly agree to the above said fact. The associates have the confident that
Knowledge Management promotes Knowledge Innovation which is the core of
knowledge economy society. More than 25% of the respondents agreed to this fact.
Associates above 20% of them disagreed that Knowledge Management has traditionally
conjured up too close an association with information centers.

Chart 4.3

The role of Knowledge Management is becoming more and more important in

library and information centers

49

Table 4.4

Is Knowledge Management is a Centralized Database

50

Statement

No of Responses

Percentage

Yes

22

15.7

No

128

85.3

Total

150

100

INFERENCE:
From the analysis it is evident that most associates believe that knowledge management
is not a centralized database, wherein the associates can get all information known by the
organizations workers. About 86% of the associates did not accept that Knowledge
Management is a centralized database and only 16% of the respondents strongly accept
the above fact.

Chart 4.4

Is Knowledge Management is a Centralized Database

51

Table 4.5

All Information is not Knowledge and all Knowledge is not valuable

52

Statement

No of Responses

Percentage

Yes

98

65.3

No

52

34.7

Total

150

100

INFERENCE:
From the analysis, we infer that the most associates had the capability to know that
the challenge of Knowledge Management is to determine what information within an
organization qualifies as valuable. Above 65% of the respondents believe the above
situation and only 34% of the associates deny the fact and hence they felt that it tends to
be as broad and vague as to have little meaning.

Chart 4.5

All Information is not Knowledge and all Knowledge is not valuable

53

Table 4.6
Knowledge Management is a technology based concept

54

Statement

No of Responses

Percentage

Yes

107

71

No

43

29

Total

150

100

INFERENCE:
From the analysis it is evident that most associates believe that knowledge management
is technology based concept, wherein the associates can learn through technologies
existing in the company. About 71% of the associates accept that Knowledge
Management is technology based and only 29% of the respondents didnt accept the
above fact.

Chart 4.6
Knowledge Management is a technology based concept

55

Table 4.7

The important aspect of Knowledge Management to improve Organizational

Performance

56

Statement
Recognizing
Documenting
Distributing
All of the above
Total
INFERENCE:

No of Responses
25
23
24
78

Percentage
16.7
15.3
16
52

150

100

From the analysis it is observed that all the three aspects that is recognizing,
documenting, and distributing are very useful to improve the organizational performance.
Most of the associates of about 52% agreed to the fact. About 17% of the associates
believe in recognizing and 15% of the respondents concentrate on Documenting and
more that 16% of the associates show interest on Distributing which shows that all
aspects are equally important to improve organizational performance.

Chart 4.7

The important aspect of Knowledge Management to improve Organizational

Performance

57

Table 4.8

Training and Development is important to develop Knowledge

Statement

No of Responses

Percentage

Agree

37

24.6

58

Strongly Agree

82

54.7

Disagree

31

20.7

Total

150

100

INFERENCE:
From the analysis it is observed that training and development have been a great
boost to the associates to back them up and also enhance organizational performance.
About 55% of the respondents strongly agreed to the above said fact and about 25% of
the associates agreed to it and only 21% of the respondents disagreed on this thought as
training and development was not the only factor for the organizations recovery.

Chart 4.8

Training and Development is important to develop Knowledge

59

Table 4.9

When did Knowledge Management enable in organization

60

Statement
Before action review
After action review
During action review
Total
INFERENCE:

No of Responses
25
88
37

Percentage
16.7
58.7
24.6

150

100

From the analysis it is observed only after action review the knowledge management
enabled well in the organization. Most of the associates about 59% agreed to this fact.
About 17% of the respondents believe that KM enables before the action review itself
and about 25% of the respondents accept that KM enabled well during the action review.

Chart 4.9

When did Knowledge Management enable in organization

61

Table 4.10
Is there any target assessment data in the organization?
`

No
Statement

of

Responses

62

Percentage

Yes

126

84

No

24

16

Total

150

100

INFERENCE:
From the analysis it is evident that most of the associates of about 84% felt that they have
a target assessment data in their organization as the associates are very confident that the
target assessment provides valuable data feedback that enables the administrators to
assess productivity. And only 18% of the associates deny to the above fact as they
thought that it assess the potential impact of various contingencies or failure scenarios to
help maximize availability and sustain business continuity.

Chart 4.10

Is there any target assessment data in the organization?

63

Table 4.11

Is there procedures to transfer knowledge of experienced employees leaving the

company?

64

No

of

Statement

Responses

Percentage

Yes

107

71.3

No

43

28.7

Total

150

100

INFERENCE:
From the analysis it is clear that the most of the respondents are well aware that the
experienced employees share their knowledge when they are leaving the company and it
shows that knowledge management system is well defined in the company. Only about
29% of the respondents didnt accept the above fact as they are not may be well aware
about the KM system.

Chart 4.11

Is there procedures to transfer knowledge of experienced employees leaving the

company?

65

Table 4.12

Without production knowledge, Knowledge Management will be very difficult

66

Statement

No of Responses

Percentage

Agree

53

35.3

Strongly Agree

68

45.3

Disagree

29

19.4

Total

150

100

INFERENCE:
From the analysis it is observed that most of the associates believe that production
knowledge is very important to improve the Knowledge Management system. About 45%
of the associates strongly agree to the above fact and 35% of the associates agreed to the
situation and only 19% of the associates disagreed to the fact.

Chart 4.12

Without production knowledge, Knowledge Management will be very difficult

67

Table 4.13

Formal Knowledge Management system is used?

No

of

Statement

Responses

Percentage

Yes

137

91.3

No

13

8.7

Total

150

68

100

INFERENCE:
From the analysis it is evident that most of the associates of about 91% say that they have
Formal knowledge management system in their organization which shows that KM is
carried out in systematic manner and only 9% of the associates deny to the above fact.

Chart 4.13

Formal Knowledge Management system is used

69

Table 4.14

Knowledge induction program used in organization

Statement

No

of Percentage

70

Structured Type

Responses
76

51

Formal Type

58

39

Informal Type
None of the above

14
2

9
1

Total

150

100

INFERENCE:
From the analysis it is observed that 51% of the associates felt that in their
organization they have structured type program which is used to provide information that
will aid in evaluating and rating the Knowledge management system. About 39% of the
associates confirm that they have a formal type program and about 9% of the associates
concentrate on Informal type and only 1% of the associates do not believe in above three
types of program as they have some other different type of program in their organization
to enhance their organization growth.

Chart 4.14
Knowledge induction program used in organization

71

4.2 WEIGHTED AVERAGE METHOD

Table showing that what should be the primary emphasis of a KM educational

program be in order to be as relevant and useful to you as possible?

72

Table 4.15
Particulars

No

of Value(X)

1
2
3

KM strategies
KM technologies
KM tools and methods

Respondents(W)
15
38
86

KM metrics
Total

11
150

W*X

4
3
2

60
114
172

11
357

Weighted Average = WX/W = 357/150 = 2.38 2

INFERENCE:
From the analysis, it is evident that the most of the associates about 57%
feel that KM tools and methods should be the primary emphasis of KM educational
program which will be easy to implement by the employees. About 25% of respondents
opted KM technologies as primary emphasis for KM program and only 10% associates
have gone for KM strategies and metrics respectively.

Chart 4.15
Chart showing that what should be the primary emphasis of a KM educational
program be in order to be as relevant and useful to you as possible?

73

4.3 CHI-SQUARE ANALYSIS

Evaluating the ability to rank the level of experience with gender

Null Hypothesis (H0): There is no significant relationship between the ability to rank the
level of experience and gender.

74

Alternative Hypothesis (H1): There is significant relationship between the ability to

rank the level of experience and gender.

Table showing comparison between the ability to rank the level of experience and
gender
Table 4.16
Ability to rank the Male
level

Female

Total

of

experience/Gender
Introductory

31

26

57

Intermediate

34

18

52

Advance

21

29

Others

12

Total

94

56

150

Table showing calculation of Expected Frequency

94*57/150=35.7 56*57/150=21.3
94*52/150=32.6 56*52/150=19.4
94*29/150=18.1 56*29/150=10.9
94*12/150=7.5
56*12/150=4.5

Chi square table

O

O-E

X=(O -E)2

75

X/E

31
26
34
18
21
8
8
4

35.7
21.3
32.6
19.4
18.1
10.9
7.5
4.5

-4.7
4.7
1.4
-1.4
2.9
-2.9
0.5
-0.5

22.09
22.09
1.96
1.96
8.41
8.41
0.25
0.25
Calculated Chi Square

0.618
1.037
0.06
0.10
0.46
0.77
0.03
0.05

value is

3.13

Degree of Freedom = (r-1)*(c-1)

Where r= No of rows
c=No of columns
Degree of Freedom = (4-1)*(2-1) = 3
Level of Significance = 5%
@ 5% level of significance & Degree of Freedom is 3, Chart Value is 7.815
Calculated Table value is 3.13

INFERENCE:
The calculated value if chi - square is lesser than the table value so the null hypothesis
(H0) is accepted and the alternative hypothesis (H1) is rejected. Therefore there is no
significant relationship between the ability to rank the level of experience and gender.

76

Chart showing the comparison between the ability to rank the level of experience
and gender
Chart 4.16

77

Evaluating the most useful way of sharing knowledge with professional experience

Null Hypothesis (H0): There is no significant relationship between the ability of sharing
knowledge with professional experience.
Alternative Hypothesis (H1): There is significant relationship between the ability of
sharing knowledge with professional experience.

78

Table showing comparison between the ability of sharing knowledge with

professional experience
Table 4.17

Ability

of

sharing

knowledge/Professional

0-5 years

5-10 years

Above 10 years

Total

E-mail

47

21

19

87

Intranet

18

32

Extranet

10

Database

10

21

Total

76

45

29

150

experience

Table showing calculation of Expected Frequency

76*87/150=44.08 45*87/150=26.1
76*32/150=16.21 45*32/150=9.6
76*10/150=5.06
45*10/150=3
76*21/150=10.6
45*21/150=6.3

Chi square table

79

29*87/150=16.82
29*32/150=6.18
29*10/150=1.93
29*21/150=4.06

O
47
21
19
18
9
5
2
5
3
9
10
2

E
44
26.1
16.8
16.2
9.6
6.1
5
3
1.9
10.6
6.3
4

O-E
3
-5.1
2.2
1.8
-0.6
-1.1
-3
2
1.1
-1.6
3.7
-2

X=(O -E)2
9
26.01
4.84
3.24
0.36
1.2
9
4
1.21
2.56
13.69
4

X/E
0.20
1
0.28
0.2
0.0375
0.196
1.8
1.33
0.636
0.24
2.17
1

Calculated Chi square value = 9.095

Degree of Freedom = (r-1)*(c-1)
Where r= No of rows
c=No of columns
Degree of Freedom = (4-1)*(3-1) = 6
Level of Significance = 5%
@ 5% level of significance & Degree of Freedom is 6, Chart Value is 18.547
Calculated Table value is 9.095

INFERENCE:
In chi square the calculated value is lesser than the table value so the null hypothesis
(H0) is accepted and the alternative hypothesis (H1) is rejected. Therefore there is no

80

significant relationship between the ability of sharing knowledge with professional

experience.

Chart showing comparison between the ability of sharing knowledge with

professional experience
Chart 4.17

81

SUMMARY OF FINDINGS,
SUGGESTIONS
AND
82

CONCLUSION

CHAPTER 5
5.1 SUMMARY OF FINDINGS
The following is the summary of findings derived from the study on the effectiveness of
Knowledge management system in Gandhimathi Appliances Limited,
1. It is evident that in the organization knowledge is often embedded not only in
documents and repositories but also in organizational routines, process, practices
and norms which help in making awareness to the employees and hence most of
the associates of about 83% strongly believe in the above said fact and only 17%
of the respondents deny the fact.
2. It is observed that 23% of the associates were mainly concentrates on mechanistic
approach. They felt that this approach are relatively easy to implement for
corporate political reasons, and about 14% of the associates shows interest on
Cultural/behaviorist approach as they were not sure that the positive results
achieved by cultural/behaviorist strategies may not be sustainable, measured,

83

cumulative or replicable. About 30% of the associates in were involved in the

systematic approach, as they know that cultural issues are important but they too
must be evaluated systematically and about 31% of the respondents concentrate
on above all three approaches as they felt that these three approaches are
important for the growth of the organization.
3. Most of the associates were able to know the importance of knowledge
management in library and information centers. Above 45% of the respondents
strongly agree to the above said fact. The associates have the confident that
Knowledge Management promotes Knowledge Innovation which is the core of
knowledge economy society. More than 25% of the respondents agreed to this
fact. Associates above 20% of them disagreed that Knowledge Management has
traditionally conjured up too close an association with information centers.
4. It is evident that most associates believe that knowledge management is not a
centralized database, wherein the associates can get all information known by the
organizations workers. About 86% of the associates did not accept that
Knowledge Management is a centralized database and only 16% of the
respondents strongly accept the above fact.

5. Most of the associates had the capability to know that the challenge of Knowledge
Management is to determine what information within an organization qualifies as
valuable. Above 65% of the respondents believe the above situation and only 34%
of the associates deny the fact and hence they felt that it tends to be as broad and
vague as to have little meaning.
6. It is evident that most associates believe that knowledge management is
technology based concept, wherein the associates can learn through technologies
existing in the company. About 71% of the associates accept that Knowledge

84

Management is technology based and only 29% of the respondents didnt accept
the above fact.

7. Training and development have been a great boost to the associates to back them
up and also enhances organizational performance. About 55% of the respondents
strongly agreed to the above said fact and about 25% of the associates agreed to it
and only 21% of the respondents disagreed on this thought as training and
development was not the only factor for the organizations recovery.

8. Most of the associates of about 84% felt that they have a target assessment data in
their organization as the associates are very confident that the target assessment
provides valuable data feedback that enables the administrators to assess
productivity. And only 18% of the associates deny to the above fact as they
thought that it assess the potential impact of various contingencies or failure
scenarios to help maximize availability and sustain business continuity.
9. About 71% of the respondents are well aware that the experienced employees
share their knowledge when they are leaving the company and it shows that
knowledge management system is well defined in the company. Only about 29%
of the respondents didnt accept the above fact as they are not may be well aware
about the KM system.
10. About 51% of the associates felt that in their organization they have structured
type program which is used to provide information that will aid in evaluating and
rating the Knowledge management system. About 39% of the associates confirm
that they have a formal type program and about 9% of the associates concentrate

85

on Informal type and only 1% of the associates do not believe in above three
types of program as they have some other different type of program in their
organization to enhance their organization growth.

5.2 SUGGESTIONS AND RECOMMENDATIONS

The training and development facility helps to acquire and develop knowledge
and become more and more innovative.

Excellent network within the company must be mandatory; otherwise the IT

department in the organization should take action to combine the data islands in
the organization.

Determine whether the people who should make decisions are equipped with the
information they require to make decision.

The management may appoint trainer who know the language of low level and
higher level employees

Associates can be given opportunities to switch over to other projects to groom

themselves professionally.

86

Eligible associates who have performed exceptionally can be promoted to the

higher level.

The organization can set up forums to address the grievances of the associates at a
regular basis.

Once all issues are resolved, the organization must attempt to award monetary
benefits to the associates for the confidence and trust they had with the
organization.

5.3 CONCLUSION

Knowledge Management (KM) at Gandhimathi Appliances Ltd. has truly come a long
way from the time when employees only shared information through body of knowledge
documents. The company strongly believes that having a culture of knowledge sharing
and reuse is more critical than building a technology infrastructure. The company has
therefore embarked on a number of initiatives aimed at taking the prevailing knowledge
sharing culture to even greater heights. Demonstrating the business value of knowledge
re-use and creating a system demand for knowledge sharing / re-use are other means
designed to accelerate this culture-change. The Gandhimathi Appliances focuses on
linking knowledge management to overall business strategy and is holistic in character; it
addresses people and processes, with technology tools playing the role of key enablers.
Any new effort needs top management push in the early stages and the full
cooperation of the top executives of the company is of utmost importance. The top
management of Gandhimathi Appliances Ltd. ably supported its KM initiatives, which is
making it a success, as the top brass was quiet early in recognizing that Knowledge is the

87

currency of the new millennium, and Knowledge Management is a key survival

imperative.

BIBLIOGRAPHY

88

BIBLIOGRAPHY

1. Horibe, Frances, Managing Knowledge Workers, Tata Mcgraw Hill.

2. James H. Cortada, John A. Woods, the Knowledge Management Yearbook
2000-01.
3. Knowledge management, www.wikipedia.com
4. Knowledge management system, www.kmworld.com
5. Thomas H. Davenport, Laurence Prusak, Working Knowledge, 5th edition.

89

APPENDIX
QUESTIONNAIRE
A STUDY ON EFFECTIVENESS OF KNOWLEDGE MANAGEMENT SYSTEM
IN GANDHIMATHI APPLIANCES PVT LTD
Knowledge Management is a system to facilitate learning, innovation and sharing
to achieve the strategic objectives of an organization. Knowledge Management
(KM) comprises a range of strategies and practices used in an organization to
identify, create, represent, distribute, and enable adoption of insights and

90

experiences. Such insights and experiences comprise knowledge, either embodied

in individuals or embedded in organizational processes or practice.

1)

Name

2)

Designation

3)

Gender:
a)

4)

5)

6)

Male

b)

Female

Age
a)

18 to 25 years

b)

26 to 30 years

c)

Above 30 years

Educational qualification:
a)

Post graduation

b)

Under graduation

c)

12th or Diploma

Professional Experience:
a)

2 to 5 years

91

b)

5 to 10 years

c)

Above 10 years

7. Do you think that Knowledge is important for making awareness to the

employees?
Yes
No
8. What kind of approach used in your organization?
Mechanistic approach
Cultural and Behaviorist approach
Systematic approach
All of the above

9. Do you think that the role of Knowledge Management is becoming more and
more important only in the library and information centers?
Agree
Strongly agree
Disagree
10. Is Knowledge Management is a Centralized Database?
Yes

92

 No
11. Do you know when the concept of Knowledge Management was first introduced
in your Organization?
1970s
1980s
1990s
2000s
12. Do you agree with the statement that All Information is not Knowledge and all
Knowledge is not valuable?
Yes
No
13. Do you think that Knowledge Management is a technology based concept?
Yes
No
14. What is an important aspect of Knowledge Management to improve your
organizational Performance?
Recognizing
Documenting
Distributing
All of the above
15. Do you think that Training and Development is important to develop knowledge?

93

 Agree
Strongly agree
Disagree
16. In your organization when did the Knowledge Management program enable?
Before action review
After action review
During action review
17. Do you have a target assessment data in your organization?
Yes
No
18. How would you rank your own level of experience and familiarity with
Knowledge Management?
Introductory
Intermediate
Advanced
Others
19. If you were to take a Knowledge Management Program, would you want to
receive graduate college or university credit for it?
Yes

No

20. The Knowledge Induction Program of your organization is of

94

 Structured type
Formal type
Informal type
None of the above

21. Which of them is the most useful way in sharing Knowledge?

Email
Intranet
Extranet
Database

22. Do you have procedures to transfer knowledge of experienced employees leaving the
company?

Yes

No

23. What should the primary emphasis of a KM educational program be in order to be

as relevant and useful to you as possible?
KM Strategies
KM Technologies
KM Tools and Methods
KM Metrics

95

24. Do you agree that without production knowledge, the KM will be very difficult?
Agree
Strongly agree
Disagree
25. Would you use a formal Knowledge Management system?

Yes

No

96