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The purpose of this paper is to construct and validate a tool that measures the knowledge strategies in software organizations in India. The knowledge strategies discussed in this paper are based on the characteristics of organizational learning typology, which are classified as consolidators, transformers and co-inventors. This tool measures the extent to which the software organizations practice the consolidator strategy, transformer strategy, and co-inventor strategy. Data were collected from 39 software companies in India. The tool was tested for psychometric properties such as unidimensionality, validity, and reliability. These properties of the tool are at a very acceptable level in view of the confirmatory fit index (CFI), Bentler Bonett Coefficient, and Cronbach's alpha, which are above the recommended minimum values. Descriptive statistics were tested to quantify the extent to which knowledge strategies were being practiced across the software companies in India. ANOVA was performed to see the role of organization size and age in view of knowledge strategies. Significant differences were observed in knowledge strategies based on the organization's size and age. [ABSTRACT FROM AUTHOR]

Technology underpins business. This is evident in service sectors like the software industry, which is global in nature. The management of technology is well known in the software industry, where software professionals are the key enabler and knowledge carriers. The performance of the firm depends on the effective management of the technology by its workforce. Indian software industry is well known for its skilled software professionals and their technological knowledge to handle the domestic market and global projects as well. However, the global market share of Indian software industry is less than two percent. With such a dismal market share, can the Indian software industry call itself a global player? In view of this, there is a need to re-look into the strategies for sustainable and healthy industry. This paper discusses two key issues, people and technology, for enhancing the competitiveness of the software industry of India. The article also presents two case studies dealing with the issues related to the people and technology and examines how software firms explore the technology advantages in software development operations. [ABSTRACT FROM PUBLISHER]

The continuing quest of Indian companies to become leading in the region leads to two research questions: (1) How high performing are Indian organizations currently, compared to other Asian organizations? and (2) What do Indian organizations need to focus on to become truly world-class? We investigate the answers on these two questions using the High Performance Organization (HPO) Framework - a scientifically holistic improvement framework - that evaluates whether organizations are high-performing, and if not, what they need to focus on to become HPO. The study also compares HPO scores of Indian organisations with other Asian companies. [ABSTRACT FROM AUTHOR]