VICIOUS AND VIRTUOUS          CIRCLES IN THE       MANAGEMENT OFKNOWLEDGE: THE CASE OF  INFOSYS TECHNOLOGIES    Raghu Garu...
AGENDA•   Objective of the article•   Key KM topics•   Infosys trivia•   KM in Infosys•   Virtuous and Vicious Circles•   ...
Objective of the article• To showcase the diverse and dynamic nature  of KM in an organization  – Through a longitudinal s...
Key KM Topics - Dynamics
Infosys Trivia     IndIa’s 2nd largest IT company                             2004            •   US 1 billion dollar comp...
Philosophy of KM in InfosysMotto - ”Learn once,use anywhere”• Knowledge = Currency of new millennium• Employees recruited ...
KM through the years in Infosys
Virtuous and Vicious Circles in totality“The very same mutually causal processes that have the potential to generate avirt...
Virtuous Circles                Individual                 Group                                      Communities        ...
Vicious Circles                             Market for Knowledge                            o    Extraneous contributions ...
Vicious Circles can be inherent in KMsystems          • Vicarious effect between      1     levels          • Symbiotic re...
Steering out of & around ViciousCircles  Steering out of Vicious circles   Deviation Amplifying feedback     • Identify a...
Implications and Conclusion• An organization’s knowledge system comprises mutually causal  processes that unfold at and ac...
Key Takeaways from the article• Unique in terms of its study method – systems perspective  and longitudinal study• KM is a...
QUESTIONS?
THANK YOU
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Review of Vicious and virtuous circles in the management of knowledge: The case of Infosys Technologies

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Presentation on the scholarly paper "Vicious and virtuous circles in the management of knowledge: The case of Infosys Technologies" made during KM technologies course. Original credits to Raghu Garud, Arun Kumaraswamy and MIS Quarterly

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Transcript of "Review of Vicious and virtuous circles in the management of knowledge: The case of Infosys Technologies"

  1. 1. VICIOUS AND VIRTUOUS CIRCLES IN THE MANAGEMENT OFKNOWLEDGE: THE CASE OF INFOSYS TECHNOLOGIES Raghu Garud and Arun Kumaraswamy MIS Quarterly 2005 K6213 Reading Topic 20-Sep-2011 Aravind Sesagiri Raamkumar Nirmala Selvaraju
  2. 2. AGENDA• Objective of the article• Key KM topics• Infosys trivia• KM in Infosys• Virtuous and Vicious Circles• Conclusion• Key takeaways from the article
  3. 3. Objective of the article• To showcase the diverse and dynamic nature of KM in an organization – Through a longitudinal study conducted using a system perspective approach• To highlight virtuous and vicious circles formed as a result of KM processes and the strategies for steering away from virtuous circles
  4. 4. Key KM Topics - Dynamics
  5. 5. Infosys Trivia IndIa’s 2nd largest IT company 2004 • US 1 billion dollar company • 23000 employees • Global development centers • NASDAQ listed • 30 % growth YOY • Asian and Global MAKE AWARD winnerResearch group conducted 56 interviews overa period of 3 years between 2001 and 2004 KM group were primarily selected for repeated interviews during the period
  6. 6. Philosophy of KM in InfosysMotto - ”Learn once,use anywhere”• Knowledge = Currency of new millennium• Employees recruited with learnability skills• One among the few companies in the world that values and reports its human capital on its balance sheet• Knowledge Maturity Model• Asking Culture• Rich Informal Social Networks
  7. 7. KM through the years in Infosys
  8. 8. Virtuous and Vicious Circles in totality“The very same mutually causal processes that have the potential to generate avirtuous circle can just as easily generate a vicious one”
  9. 9. Virtuous Circles Individual Group  Communities  Reflect-in-action  Different Epistomologies  Learning-by-doing  Shared Division of  Single and Double Loop Labour learning  Innovative Solutions  Increased Contributions  Collective Intelligence  Dynamic Balance  Adaptive Structuration  Pre-defined templates  Dynamic Capabilities ‘K’ Initiatives CMM
  10. 10. Vicious Circles Market for Knowledge o Extraneous contributions o Less number of reviewers o Information overload Reduced Knowledge Re- use Archetype Employees o Too much of emphasis on o Codification becomes Knowledge Creation counterproductive o Knowledge reusability o Abstract Knowledge impaired
  11. 11. Vicious Circles can be inherent in KMsystems • Vicarious effect between 1 levels • Symbiotic relationships 2 across levels amplifies process effects • Impairing effects from 3 specific initiatives are not immediately visible
  12. 12. Steering out of & around ViciousCircles Steering out of Vicious circles  Deviation Amplifying feedback • Identify and decoupling process (ex: KShop and incentives scheme ) • Deviation counteracting feedbacks (ex: KM prime and Knowledge Champions) Steering around Vicious circles • Awareness towards intangible effects of KM • Distribution of roles & responsibilities between Knowledge Managers within KM group • Knowledge of diverse functions across the organization
  13. 13. Implications and Conclusion• An organization’s knowledge system comprises mutually causal processes that unfold at and across different organizational levels.• These mutually causal processes generate opposing forces that need to be balanced dynamically to generate a virtuous circle• An organization’s knowledge system contains seeds of its own destruction, as the very initiatives that the organization undertakes to generate• A virtuous circle have the potential to generate vicious circles as well• Knowledge managers must intervene processually to steer their organization’s knowledge system around and out of vicious circles that are bound to emerge
  14. 14. Key Takeaways from the article• Unique in terms of its study method – systems perspective and longitudinal study• KM is an evolving process which needs constant monitoring• Clear distinctions should be made between the objectives of KM at individual, group and organisational levels• Socio-psychological and Socio-technical effects need to be taken into consideration• Methodologies suggested by KM academicians and practitioners need to be referred before starting a KM implementation
  15. 15. QUESTIONS?
  16. 16. THANK YOU
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