Knowledge capital refers to the combined knowledge, skills, and experience possessed by a company's employees. It is an intangible asset that provides companies with a competitive advantage over rivals. Knowledge capital is created through processes like knowledge acquisition, organization, sharing, and renewal, which extract knowledge from various structured and unstructured sources within the organization and facilitate its storage, flow, and ongoing development. Effectively managing these knowledge processes and leveraging all sources of knowledge is important for organizations to continuously adapt, solve complex problems, and sustain competitive survival in the long run.

3. – “An intangible asset that comprises the information
and skills of a company's employees, their
experience with business processes, group work and
on-the-job learning”.
• INVESTOPEDIA
– Knowledge capital is not like the physical factors of
production.
– comparative advantage to its competitors.
– The people who possess the accumulated knowledge
about a company are the carriers of knowledge
capital.

5. “Knowledge capital is the value that a customer assigns on top
of the cost of sales and cost of capital”.
Methodologies uses for knowledge capital
1. bottom up method
It involves in evaluating the knowledge assets of an organization
. The total knowledge capital is calculated by summing up the
value of patents, software & trained people. But cannot reflect
the true value of knowledge capital of an organization.
2. top down approach
It involves valuation of outputs before the valuation of inputs.

6. KNOWLEDGE SOURCES
•An organizations competitive survival and ongoing
sustenance would primarily depend on their ability to
continuously redefine and adapt their goals and purposes.
•This can be achieved by Cleaning or extracting knowledge
from the various data and information pools.
•Knowledge can be anywhere and understanding knowledge
can be difficult until its need and usage becomes clear.
•Knowledge can be anywhere and understanding knowledge
can be difficult until its need and usage becomes clear.

7. Knowledge source can be classified under two major
headings:
structured knowledge source
knowledge derived from structured data and information
sources like databases. But in these data form a part of
operational databases of various departments .
Unstructured knowledge source
knowledge derived from unstructured sources like text
documents, graphics, websites and tacit knowledge that a
knowledge worker possesses.

8. ORGANISATIONAL KNOWLEDGE PROCESSES
•Knowledge is the full utilization of information and
data, coupled with the potential of people
skills, competencies, ideas, intuitions , commitments and
motivations.
•Knowledge processes are used to extraction of
knowledge sources within an organisation their storage
and flow within the organisation.
•The following are the 5 distinct processes that are as
follows
•Knowledge creation
knowledge renewal
•Knowledge acquisition
•Knowledge organisation
•Knowledge sharing

10. Transfer
+act=new
knowledge
People
+experience
Organizational
information

11. 1..KNOWLEDGE CREATION
“ IS KNOWLEDGE CREATED OR DISCOVERED?”
•Knowledge is created, discovered, transformed and shared.
•Process is cyclic and contributes to development of the knowledge
base of an organisation.
•Some of the forms are as below:
COMPETITOR KNOWLEDGE
CUSTOMER KNOWLEDGE
SUPPLIER KNOWLEDGE
PRODUCT KNOWLEDGE
TECHNOLOGY KNOWLEDG
PROCESS KNOWLEDGE

12. ORGANISATIONAL KNOWLEDGE CREATION
CYCLE
PERSONAL KNOWLEDGE
CREATION CYCLE
SERENDITY
INFORMATION
EXPERIENCES
KNOW-HOW
COLLECTIVE KNOWLEDGE
CREATION CYCLE

13. ORGANISATIONAL KNOWLEDGE
CREATION CYCLE

14. 2.KNOWLEDGE ACQUISITION
• Capturing the knowledge
contained within these diverse
sources is crucial for the
building as well as effectively
using organizational
information repositories.
• To develop initial efforts to
artificial intelligence and expert
systems.
• Human-computer interaction
community.
• Emails, news groups, webconferencing.
3.KNOWLEDGE ORGANISATION
• It refers to design and develop
of a knowledge base or
knowledge repositories and the
associated conceptual access
structure in order to ensure and
easier retrial , creation and
sharing of knowledge.
• Careful design and steady
maintenance of additional
knowledge.
• Indexing, cataloguing, classificat
ion, records
management, textual database
creation.

15. 4.KNOWLEDGE SHARING
5.KNOWLEDGE RENEWAL
• Knowledge and creative
approaches that are needed to
solve complex problems
• Educational needs and skill .
• Broad knowledge represents
community.
• Share and reuse of
accumulated knowledge
• The new reuse oriented
approach –to find and use
entries useful to their needs as
well as pre existing services
built on.
• Processes used to
create, communicate and apply
knowledge results in the
generation of new knowledge
and resultant expansion of
knowledge base.
• Tacit knowledge to explicit
knowledge converting
knowledge
• base
• cognition
• externalization
• internalization

16. KNOWLEDGE CONVERSION
DR. YOGESH MALHOTRA
SOCIALIZATION
EXTERNALIZATION
DISSEMINATION
*The act of spreading ,especially information
INTERNALIZATION

18. TECHNOLGOY ENABLERS
• Backbone communications infrastructure
• Access structure to information/ knowledge source
• Organizational knowledge sharing mechanisms
1. Organizational vocabulary
2. Collaboration tools

19. summary
• KM as a series of transactions or activities between entities.
These activities are
• Buing, brokering( connecting those buying with selling)
• Selling(holders of knowledge that are selling that knowledge)
• The need of the hour is in effectively cultivating knowledge and
encourages its productive usage.
• Organisation must develop and share cross organizational
skills and maintain a high level of self awareness.

20. •REFERENCES
1.SUDHIR WARIER
“KNOWLEDGEMANAGEMENT”VIKAS PUBLISHING
HOUSE PVT LTD,2003.
2.WWW.INVESTOPEDIA.COM