Record Details

ANTECEDENTS AND CONSEQUENCES OF HUMAN CAPITAL VALUE ADDITION AMONG KNOWLEDGE PROFESSIONALS

Electronic Theses of Indian Institute of Science

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Field Value
 
Title ANTECEDENTS AND CONSEQUENCES OF HUMAN CAPITAL VALUE ADDITION AMONG KNOWLEDGE PROFESSIONALS
 
Creator Kannan, Gopika
 
Subject Management Studies
Knowledge Management
Competence Initiatives
Value Addition
Antecedents
Consequences
 
Description The last decade has seen the growth of knowledge based industries and knowledge work. It has also witnessed the ever-increasing onslaught of competition and change.Intangibles have become increasingly important factors in determining organizational effectiveness. The changing business scenario and the role of information technology has made it imperative to take a new look at existing business systems, policies and
structures. Today we speak of networked innovation, knowledge work and knowledge
value added. Stewart (1998) and Barley (1994) reported the increasing content of knowledge in work and increasing numbers of people doing knowledge work.Davenport (1994) and Bhat (1998) spoke of the importance of managing social
interactions in the firm to create competitive advantage. The Dow Jones Index and the
Fortune list of companies increasingly showed a growth in the knowledge industry.While organizations from the old economy struggled the new fangled knowledge industry was here to stay. Intellectual Capital and Intangibles accounting became a buzzword. Organizations began to demonstrate how effective management of these
factors led to increased profits, reduced cycle time and brought about greater innovation. New accounting techniques were being designed and influx of information technology solutions for Knowledge Management found their way into the market. It became imperative to build Knowledge Management into business strategy and to concentrate on human capital. Late 1990’s saw a proliferation of studies and exercises in this direction. Yet, if people were to be recognized and if competitive advantage was dependent upon the effective management of human capital, this was not being done in the realm of understanding knowledge worker perceptions. A need was perceived to conduct a behavioral study of human capital value added. To understand which of the
organizational and knowledge management factors were perceived as being essential for Human Capital Value Addition.
 
Publisher Indian Institute of Science
 
Contributor Akhilesh, K B
 
Date 2005-07-13T09:57:58Z
2005-07-13T09:57:58Z
2005-07-13T09:57:58Z
2001-08
 
Type Electronic Thesis and Dissertation
 
Format 495743 bytes
application/pdf
 
Identifier http://etd.iisc.ernet.in/handle/2005/128
null
 
Language en
 
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