Case study-Infosys

Knowledge as a resource
Generation of new knowledge
Replenishable
Can be applied across time & space

Knowledge as a weapon
Double edged sword
Knowledge traps

Management of knowledge
Across organizational levels (Individual,
Group & Collective)
Vicious Circle
Virtuous Circle

 Knowledge Spiral
Conversion between tacit & explicit
Knowledge creation Non-linear and
interactive

Dynamics
Individual (Exploration through
exploitation learning by doing)
Group level (Connections within a
community)
Collective level (Retrieval of knowledge
from memory & organizations files)

Interactive dynamics

Infosys technologies

Longitudinal study - WHY?

Employees & turnover, annual growth
Qualitative research Insights induced
Case Theory OR Sample Population
Sampling methodology
Respondent profile
Period of research & sample size
Research Design
Secondary Data

Hypotheses development
Ethnographic study
KM at Infosys motto
Transformation
Individual to Organization knowledge

BOK - ?
Sparsh Corporate Intranet
Kshop (Type of content)
BOKs
Case Studies
Reusable artifacts
Downloadable software

 Creation of knowledge hierarchy

Categorization and node creation

Issue of information overload

(automated classification tools)
Harnessing human capital at Infosys
(Learnability)
Harnessing knowledge
Social network formation
Asking culture
Discussion groups

 People Knowledge Map

Catalogs formed
Connecting communities & their knowledge
Mentoring by senior members

Operation of project team

Iterative model
- CMM Capability maturity model
Closure Reports
Duration
Resources employed
Efficiency & effectiveness of project
Deviations from causal performances

 Catalyzing Knowledge Spiral leading to

virtuous knowledge circles not
successful
KCU + KShop (Consequences)
Employee contribution
Information overload
Higher search costs
Shortage of reviewers
Issue with quality of contribution
Can knowledge be monetized?
Creation of local repositories
Cultural & Social contexts

 Interventions
Decouple knowledge sharing from
economic incentives
Keep a check on review and ranking
Variation in coding in project teams
Leading to KM prime

Impact
New contributions reduced by 37%
Search costs reduced
Employees looking for monetary
benefits reduced

 Virtuous circles
Individual (Learning by doing)
Group (shared division of labour)
Collective (Increase in volume vs value)

Vicious circles
Codification of tacit knowledge
Hiring of bright individuals reducing
usage of repositories
Can Systems perspective be a
solution?