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Purpose – The purpose of this paper is to validate through a case study involving an organization in India, a five-phase Define-Identify-Build-Assess-Review methodology proposed for designing and implementing knowledge management capability (KMC) in an organization from a holistic perspective. Design/methodology/approach – This paper adopts the case study approach, using semi-structured interviews and survey questionnaires to gauge KMC in the organization. Exploratory factor analysis and multiple regressions are applied to determine the impact of the chosen factors on KMC of the organization. Further, interpretive structural modelling is used to determine impact of selected variables on the business performance. Findings – KMC of the organization is predominantly based on the “embedded routines”, “knowledge base” and its “shared utilization” in the organization. The KMC is primarily driven through improved learning and rich explicit knowledge. Research limitations – The study is confined to a specific business process in the organization. As the focus of study is based on a single organization, the generalization of the results to other organizations needs to be proven. Practical implications – The periodical monitoring of the identified KMCs leads to enterprises making corrections and adjustments on the knowledge assets accordingly. Originality/value – Introspection of the KMCs of the organization by the management in a holistic manner and bridging the operational gap by developing performance metrics. [ABSTRACT FROM AUTHOR]

Effective knowledge management is considered to play an increasingly important role in creating competitive advantage. Knowledge is becoming a driving force for organisational change and wealth creation. As a result, organisations are at varying stages of planning and implementing knowledge-based strategies in efforts to improve their competitiveness, productivity, organisational effectiveness and customer service. However, KM initiatives are both expensive and risky propositions. Financial resources put a ceiling on what can be expended on knowledge activities. There is a huge demand for skilled managers in the global economy, including India. This necessitates a re-look at knowledge management initiatives in business schools, which can be considered to be knowledge intensive organisations. This paper is a result of an exploratory study that tries to explain the factors influencing the success of knowledge management initiatives in a business school to distinguish itself in the academic market place. A generalised model has been constructed highlighting possible antecedents and consequences of a business school in its quest for becoming a learning organisation. This model is then applied in a reputed business school in India as a test case. [ABSTRACT FROM AUTHOR]