Name: Asha S

USN: 17CQCMD025
Title: A Study on Knowledge Management practices with
special reference to Small and Medium Enterprises(SMEs)
in Bangalore
CHAPTER 1
INTRODUCTION
1.1 Knowledge Management
The Knowledge Management(KM) is a process through which knowledge creation,
acquisition and sharing takes place. Knowledge Management is used to enhance learning
and performance of an organization. It is essential for creativity and entrepreneurship
building, helps in change management, and staff empowerment.
The word Knowledge Management implies managing the knowledge, but the primary
focus is devising a process for maintaining essential knowledge for the future growth of an
organization. It empowers employee by making necessary knowledge available at the right
time and at the right place. Employees are organization’s most precious resource; It is based
on the experience of people. Review of literature shows there is an increased interest among
organizations over knowledge consciousness. It has become important process, which
identifies involvement of knowledge in various job profiles and qualifies a staff as a
knowledge worker rather than an employee who works for routine skills.

1.1.1 What is Knowledge?

Knowledge is not a new concept, from ancient times people have communicated
knowledge from one generation to another, in the form of songs, stories, narrations, skills,
and so on. Knowledge grows as we share; it never gets stops like other resources.
Knowledge is playing very important role in today’s scenario, which is creating a new era as
compared to a period where labor and capital ruled.

Managing knowledge has become one of the important factors in the global economy, which
effectively has become a source of competitive advantage. Organizations follow approaches
that integrate various processes of knowledge management, such as identification,
management, sharing and capitalization on the know-how, experience and intellectual
capital of organizational employees. Much of the knowledge is available in the tacit form; as
a result, knowledge is lost when the employees leave an organization.
1.1.2 Principles and Process of Knowledge Management

 Valid Knowledge needs to be captured from right places at right time.

 Two forms of Knowledge are tacit and explicit.
 According to Author Nonaka, most of the tacit knowledge is cognition related,
includes mental maps, beliefs, views etc. Tacit knowledge is personal in nature it
is difficult to collect.
 The explicit knowledge can be identified and communicated in some form.
Explicit knowledge is usually documented using manuals, publications, lessons,
emails, databases, business records, and so on.
 Types of Knowledge: Old and New
 Making better use of necessary knowledge solves the problem of recreating the
existing knowledge.
 Creating new Knowledge requires additional training, external consultancy,
workshops etc. the new knowledge leads to innovation, innovation leads to
actions and facilitates decision making.
 Collecting and Connecting
 The collecting discusses different ways of information communication among
people. Various processes can be connected using socialization, directories,
collaborative working, community practices, and so on.

 People, Processes and Technology

 People: Knowledge management is people-centric by nature
 Processes: In order to improve knowledge sharing, organizations should align
their internal processes suitably.
 Technology: Technology is a necessary enabler for knowledge management; it
connects people with information and individuals.

1.1.3 Implementation of Knowledge Management

The ten steps to implement knowledge management is shown in figure 1.1.1

 Analyze the existing infrastructure: It is the first stage in which an organization makes an
effort to understand the required components to formulate the Knowledge Management
strategy and technology framework.
 Align Knowledge management and business: In this stage, the organization tries to
establish the connection between business strategy and knowledge management. The
design of the company plan is sent down to the level of system design.
 Design the Knowledge management infrastructure: In this step is towards positioning the
KM components to create the KM system architecture.

Analyze the Align knowledge Audit Existing Audit Existing

Existing management and Knowledge Assets Knowledge Assets
Infrastructure Business Strategy and Systems and Systems

Design Knowledge Deploy, Using the Methodology Evaluate

Management team Results driven Manage Change, performance
incremental Culture and Reward

Manage Change,
Culture and Reward

Figure 1.1.1: Knowledge Management Steps

 Knowledge audit and analysis: In this step analysis of critical and weak knowledge assets
is done.
 Designing Knowledge Management team: Organization needs to form the KM team
 Creating Knowledge management blueprint: The KM team is going to build a design that
provides a detailed plan for building and improving the KM system.
 Developing a Knowledge management system: If KM blueprint for developing the KM
system is ready, the development of the system follows.
 Testing the prototype is one of the step of the project
  Leadership and Reward structures
 Real options analysis for Knowledge Management.

1.1.4 Knowledge Management in SMEs

Like any other large enterprises and global countries, SMEs have to face challenges in the
liberalized and globalized industrial scenario. The creation of intellectual competencies is an
important outcome of Knowledge Management.

Some of the advantages SMEs have over large enterprises to implement the KM practices
are
 Most of the SMEs have decision-making system, due to managers being the owners.
 SMEs takes less time to make decisions as compared to large organizations since it
is less formal in nature.
 SMEs have a simple and less complex structure that facilitates easier change
management.
 The homogeneous and demographic culture of SMEs unites the people under
common beliefs and values.
 There exists wide common knowledge possessed by members of the SMEs.

1.2 Industry profile

Small and Medium Enterprises(SMEs) plays a very important role in the economy of both
developed and developing countries. All the SMEs have the capacity to improve domestic
production,export earnings, promote employment generation and contribute effectively to
foreign exchange earnings with low overhead on imports (2012).According to the sayings of
SMB Chamber of Commerce and the Ministry of Micro, Small and Medium Enterprises,
SMEs in India have witnessed aggressive growth in the last decade. As of latest estimates
around 48 million SMEs are operational in India. SME sector plays a significant role in the
growth of Indian economy, by contributing around 8% to Gross Domestic Product(GDP),
and having more than 40% share in product output, produces over 8000 value-added
products and contributing nearly 45% of the total export from the country(2014).
 Small and Medium Enterprises(SMEs) has emerged as a highly vibrant and dynamic
sector of the Indian economy since from five decades. This SMEs not only play crucial role
in Industries but also help in Industrialization of rural and backward areas, and thereby
reducing regional imbalances, assuring more equitable distribution of national income and
wealth.
SMEs also plays a major role in Country’s development through its high contribution in
domestic production, significant export earnings, low investment requirements, operational
flexibility, location wise mobility, low intensive imports, capacities to develop appropriate
indigenous technology, import substitution, contribution towards defense production,
technology oriented industries, competitiveness in domestic and export markets thereby
generating new entrepreneurs by providing knowledge, training and skill development.

History of SMEs

SMEs was created as a membership organization, but has grown beyond that to serve the
manufacturing industry even more broadly with events, workforce development and
media products.

SME has supported manufacturing for 85 years, from their founding as the American
Society of Tool Engineers, to their evolution to the Society of Manufacturing Engineers
in 1969, to becoming SME in 2013. Working closely with manufacturing professionals,
companies, educators, schools and communities, share knowledge and resources that
generate solutions to manufacturing industry challenges.

Definition of SMEs

Small and Medium Enterprises(SMEs) depends on who’s doing the defining. Depends on
the country, the size of the enterprise can be categorized based on the number of
employees, annual sales, assets or any combination of these. It may also vary from one
industry to another industry.
 Table No 1: Investment in Manufacturing enterprises for Plant and Machinery

Category INR USD($)

Micro Enterprises Ends to Rs 25 lakh Ends to $62500
Small Enterprises More than Rs 25 lakh & More than $62500 & ends to
ends to Rs 5 crore $1.25 million
Medium Enterprises More than Rs 5 crore & ends More than $1.25 million &
to Rs 10 crore ends to $2.5 million
Table No 2: Investment in Service enterprises for Equipment

Category INR USD($)

Micro Enterprises Ends to Rs 10 lakh Ends to $25000
Small Enterprises More than Rs 10 lakh & More than $ 25000 & ends to
ends to Rs 2 crore $0.5 million
Medium Enterprises Above Rs 2 crore & ends to More than $0.5 million &
Rs 5 crore ends to $ 1.5 million

SMEs drew more attention than before from Government of India in 2014. A fund of Rs.
10000 crores earmarked from the Union Budget of 2014-15, acts as a catalyst for the MSME
sector. The MSME ministry also has schemes for technology up-gradation, establishing mini
tool rooms, creating market linkages, ER development programs and so on, to enhance the
competitiveness of the MSME sector. Small businesses have contributed many innovative
ideas and technological breakthroughs to the society. The study on the issue of attracting
high caliber and experienced employees to SMEs, points out there is an increased tendency
among people to join larger organizations, for better career prospects. Retaining specialized
employees is another challenge in SMEs, because of limited opportunities for career
progression.

Core values, Vision, Mission of SMEs

Core values
 Excellence in Customer Service-delivered through the strength of our people.
 Shared value through Sustainable solutions-for commercial and ethical benefit.
  Benefit for all Stakeholders-everyone matters.
 Commitment in Innovation and Change-stay one step ahead.

Vision
 To be a key supplier in our industry recognized as leaders in innovation,
sustainability and service.
Mission

 Service Mission: It is used to provide an outstanding, flexible and innovative

service to our customers throughout the UK, with office and workplace products
at competitive prices.
 Sustainability Mission: This is used to operate our business in a socially, ethically
and environmentally responsible way creating shared value through innovation
and collaborative sustainable solutions.
 Economic Mission: This isused to achieve sustainable and profitable growth,
whilst adding value to the business, for the benefit of all stakeholders but
especially employees.

CHAPTER 2

LITERATURE REVIEW AND RESEARCH DESIGN

2.1 Literature Review

In this Literature survey, the emphasis was given to cover the works with respect to the KM in
SMEs from global perspectives. The literature is organized chronologically giving importance to
recent works done, and published in reputed National and International Journals and
Conferences. We made an attempt to highlight research objectives, the research methodology
adopted, and important findings of research. In this process, we have accumulated sufficient
information on Knowledge Enablers, Processes and Organizational Performance, which helped
us to align our research flow with contemporary works.

 Title: Knowledge management Barriers in Manufacturing SMEs

Authors: Anup N Chowan and Hari Vasudeva

Year: 2013

In this paper it aims to find out the key barriers which are facing by SMEs in terms of
KM and develop a relationship amongst them. The data iscollected through a
questionnaire and direct interviews with senior executives, was analyzed and a model
was developed for establishing relationships among them. The results reveal that support
from government and top management commitment help in the implementation of KM.
 Title: Knowledge Management practices and absorptive capacity in Small and Medium-
sized Enterprises.
Authors: Luis Valentim, Joao Verissimo Lisboa and Mario Franco
Year: 2015
This study is mainly aims to identify and categorize knowledge management practices
which SMEs can adopt to develop absorptive capacity.
 Title: Knowledge Management and Innovation in SMEs
Authors: Ritika Saini
Year: 2015
In this paper they have developed KM instrument to test a conceptual model linking KM
and innovation using regression analysis and structural equation modeling technique.
 Title: K M Enablers, Processes and Innovation in Small Manufacturing Firms: A
Structural Equation Modeling Approach
 Authors: S D Uma Mageswari, Chitra Sivasubramanian and T N Srikantha Dath
Year: 2015
This paper is a comprehensive study aimed at investigating the KM processes and factors
that enable KM in small manufacturing firms. Further, the impact of KM processes on
innovation performance of the firms is also analyzed.
 Title: A Method for the Development and Implementation of Knowledge Management
Strategy in a Mexican SME Trading Company
Authors: Ana Gabriel Zavala-Guerrero, Mario Barcelo-Valenzuela, Gerardo Sanchez-
Schmitz and Angel Luis Merono-Cerdan
Year: 2015
The main objective of this paper is to illustrate the application of a strategy of KM in
SMEs that contributes to the improvement of organizational processes while responding
to favor internal organization changes. The case study approach is used to develop and
implement a methodology for implementing a Knowledge Management Strategy (KMS)
in a medium enterprise located in the northwest of Mexico.
 Title: Knowledge Management practices in Small and Medium-sized Enterprises
Authors: Ivy Chan and Chee-Kwong Chao
Year: 2008
In this study it is based on KM capability was motivated with a view to filling this
knowledge gap and in consideration of the important economic role played by SMEs in
many countries.
 Title: KM Practices in Small- Medium Sized Building Firms
Authors: Sepani Senaratne and Antoni Bacic
Year: 2015
This paper offers useful implications for SME construction firms to promote knowledge
management.
 Title: An Approach Based on Knowledge Management for the use of ICTs in Mexican
SMEs
Authors: Alonso Perez-Soltero, Francisco Javier Leon Moreno
Year: 2017
 The main aim of this paper is to make a literary review that reveals the low level of use of
ICTs in SMEs, particularly in the Mexican environment, with the aim of proposing a
novel approach where enterprises consider KM in the implementation of ICTs.

 Title:An Empirical Examination of Knowledge Management and Organizational

Performance among Malaysian manufacturing SMEs
Authors: Shiaw Tong Ha and May Chiun Lo
Year:2018
This study aims to examine the relationship between knowledge management and
organizational performance in the context of Malaysia. Knowledge management was
conceptualized as capabilities made up ofknowledge acquisition, knowledge conversion,
knowledge application, and knowledge protection.
 Title: Examining the Factors influencing Knowledge Management Systems adoption in
Small and medium enterprises.
Author: Fayiz Dahash Shrafat
Year: 2018
The purpose of this paper is to advance further understanding of the factors that influence
the KMS adoption process among SMEs.
 Title: Effects of Customer Knowledge management and Customer Orientation on
innovation capacity and Marketing results in SMEs
Author email : emilespo@unina.it
Year: 2018
The main aim of this paper is to provide empirical evidence on thedirect effects of two
specific strategic resources: customer orientation and customer knowledge management
(CKM), on innovation capacity and marketing results in SMEs.
 Title: Application of a Model based on Knowledge Management to improve the level of
use of tic. Case study in a Mexican SMEs
Author: Francisco Javier Len-Moreno, Jess Martn Cadena-Badilla
Year: 2018
The main aim of this paper is to present the case study on the application of a conceptual
model based on knowledge management (KM) to improve the level of use of ICT in the
 business processes of Mexican SMEs. The model was applied in an SME of the
commercial sector.
 Title: Strategic issues in Knowledge Management
Author: Rajesh K Pillania
Year: 2008
In this paper it is an attempt to study strategic issues in KM in SMEs in India, with
particular reference to the automotive component sector. Customer-focused knowledge is
the most common KM strategy among Indian automotive component manufacturers.
 Title: Analysis of issues related to the implementation of Knowledge management
practices in Indian SMEs
Authors: Shaikh Ibrahim and Dr. Hari Vasudevan
Year: 2018
The successful execution of KM in SMEs is managed and investigated by certain
originating issues. Hence in order for KM initiative to be successfully implemented, all
these issues must be taken into consideration and be systematically and thoroughly
investigated. Thus, taking a holistic view, we investigate KM issues in automotive
component manufacturing SMEs in India and focusing on the impact of each issue in an
SME on KM implementation.

2.2 Research Gaps

This study has been conducted to understand the need for Knowledge management in the
Small to Medium-sized Enterprises. This Literature survey highlights how Knowledge
management in SMEs is different from large enterprises, with respect to various issues
and various parameters. Some of the research works have been studied to understand the
research methodology used to integrate and appreciate knowledge management
techniques in SMEs, various findings and research gaps have been listed.
 Here, It has been noticed that the Knowledge management in Indian SMEs is one of the
upcoming research trends, and there is enormous scope to implement comprehensive
frameworks, and analyze and show that how Indian SMEs can make better use of this
field to improve their overall performance.
  Not too many works are available pertaining to KM in Indian SMEs; we feel there is
enough space for proposing KM solutions in various SME sector including Healthcare,
IT, Manufacturing etc.
 Due to globalization, there is an upcoming trend in inviting global investors both in the
domain of SMEs and large enterprises; research pertaining to KM is an essential
requirement.
 With respect to the context of Indian SMEs, a number of inventions happening in SME is
not suitably recorded and encouraged; the effective KM techniques will improve the
scope of innovations.
 Even though there exist quite a few models for KM in SMEs, but these models are not
experimented with respect to Indian geopolitical environment, specifically to Bangalore
region.

2.3 Problem Statement

In general, the problems that often happens on SMEs capital, marketing, lack of
knowledge and Human resources of less quality. In this context of increased
competitiveness, the mastery of Knowledge are important factors to boost
competitiveness. this is where the greatest weakness of SMEs. Low mastery of
Knowledge in SMEs affects internal and external factors. The concept of Knowledge
Management is a new concept in the field of business has been applying a variety of large
companies. The concept of Knowledge Management aims to increase profits by
improving communication between all parts of the company and improve the mastery of
knowledge with the transfer of knowledge(Knowledge sharing).
In the current Knowledge economy, embracing Knowledge as the strategic tool would
prove beneficial for the Organizations to face challenges, specific to Competitiveness and
Innovative.

2.4 Scope for the Study

This study helps the SMEs to increase efficiency and productivity of the enterprise. To
maintain the quality of products and services. The KM framework developed in the
 current study considers various dimensions and perspectives. The key aspects considered
are personal, team, organizational and inter-organizational. The benefit and impact of the
KM in each dimension has been analyzed by formulating pertinent questions. The
validation and impact analysis of the proposed KM framework is carried out for some of
the select SMEs in India.

2.5 Objectives of the Study

 To explore associations between Knowledge Management enablers, the Knowledge

Creation processes and Organizational performance.
 To compare and contrast; KM enablers, Knowledge creation processes and
Organizational performance in service and manufacturing SMEs.
 To understand various problems to implement the KM in SMEs.

2.6 Need for the Study

Knowledge Management is the system that helps people in an organization share, access
and update business knowledge and information. Knowledge management will make
work easy to find and reuse relevant information and resources across business.
Knowledge management helps to gather the power from entire organization and use it to
incrementally improve daily operations. It enables organizations to learn more intuitively,
allowing companies to innovate better through Knowledge-sharing organizational
structures, processes and tools.

2.7 Motivations for the Study

The creation of competencies is an important outcome of Knowledge Management. The

intellectual capital is the key enabler for SME to explore competitive advantage with its
targeted customers. Due to globalization, there is an upcoming trend in inviting global
investors both in the domain of SMEs and large enterprises.
 Further, with respect to Indian SMEs, a number of inventions happening inSME is not
suitably recorded and encouraged; the effective KM process will improve the scope for
innovations. The outcome of this study attempts to identify some of the Knowledge
Management enablers which support knowledge creation in SMEs, and the model can be
used by managers or decision makers, to improve the SMEs performance.

2.8 Sampling

Convenience sampling technique was used to identify the respondents for Data collection
for 100 selected SMEs. The collected data was classified, tabulated and analyzed in a
systematic manner.

2.9 Tools for Data Collection

Primary data was collected among 100 SMEs through Structured Questionnaires. the
questionnaires were given to the employees. Secondary data was collected through
Research Articles, Journals and Websites which was published by different authors.

2.10 Limitations for the Study

 Few outcomes of improved performance may not be possible to observe in the stipulated
time frame of research.
 Few latent variables may be difficult to capture.
 Some of sectors have not been taken into consideration for which the result may not be
generalized.

CHAPTER 3
PROFILE OF THE SELECTED ORGANIZATION
3.1 Organization Profile
Karthik Industries
Established in 2000, “Karthik Industries”, It is one of the leading Industrial Process Machinery
manufactures and suppliers. Located in Bangalore, Karnataka, they are actively engaged in
offering a wide variety of features for consistent performance, safe operations, compact design,
efficient functioning and longer functional life.

Table no 3: Industry profile of Karthik industries

Nature of Business Manufacturing business
Additional Business Supplier
Company CEO Vijith Vivekanandan
Total Number of Employees Upto 10 people
Year of Establishment 2000
Legal status of firm Sole Proprietorship
Annual turnover Rs 50 lakhs - 1 crore
No of Engineers 1-5 people
No of Skilled staff 1-5 people
No of semi-skilled staff 1-5people
Quality Measures/ testing Facilities Yes
Customized Packaging No
Estimated time of delivery 7 to 15 days
Payment mode Cash, Cheque, Credit card, DD
Shipment mode By Cargo, By road

Nutech Integro Manufacturing Solutions Pvt Ltd

It is incorporated in the year2016, at Bangalore, Karnataka. “Nutech Integro manufacturing

Solution Private Limited”, engaged in manufacturing a super quality assortment of Chair parts,
Metal sheet components. Under the guidance of their mentor C H Satyanarayana, they have been
able to gain the trust of their respected clients.

Table No 4: Industry profile for Nutech Integro Manufacturing Solutions Pvt Ltd

Business nature Manufacturer

Additional Business Service provider, Distributor, Wholesaler,

Trader, Retailer
 Company CEO S M Jagadish

Total number of Employees 11 to 25 employees

Year of Establishment 2016

Legal status of the firm Private limited company

Annual turnover Rs 1-2 crore

Banker ICICI Bank Limited

Payment mode Cash, Cheque, DD, Online

Unnathi CNC technologies Private Limited

Unnathi CNC Technologies Private Limited is a Private started in the year 18 August 2008.
Which is classified as Not a government company. The company involved in Software
publishing, consultancy and supply includes production, supply and documentation of ready-
made software, operating systems software, computer softwaregamess for all platforms.
Directors of Unnathi CNC technologies private limited are Aruna Mathada Kwatihal, Saragal
Narayana.

Table No 5: Industry Profile for Unnathi CNC technologies Private Limited

Company name Unnathi CNC technologies Pvt ltd

Company status Actively working

Company category Company on Shares

 Company Sub category Not a Government
Class of company Private

Start of company 18 August 2008

Company age 10 years, 4 months

Activities Publishing software, computer software

games

CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

The respondents form an integral part of the survey. It is with the help of the respondents that the
data could be collected and analyzed. To make sure that the data collected is accurate, certain
things must be kept in mind. It’s important to ensure that the data collected is accurate and this
could be done by understanding how interested the respondents are to be a part of the survey and
how well do they know the topic. Do they keep getting the regular updates about the topic and
what sort of changes would theyexhibit
In this chapter it is mainly concerned with the responses taken from the different employees in
the different Manufacturing SMEs. Approximately 100 employees working in a SMEs were
approached and the data was collected through Structured Questionnaires.
The study is mainly focused on Manufacturing SMEs which are located in Bangalore.
The different types of Manufacturing SMEs includes
  Automotive components
 Hydraulic components
 Electronic components
 Engineering products
 Agricultural components

Scale No of Respondents Percentage

Medium scale 27 27%
Small scale 73 73%
Total 100 100%

Table No 6: Respondents of profilebased on the size of the company.

The table no 6 shows the profile of the employees based on the size of the company. Out of 100
SMEs, 73 are from Small scale enterprises and other 27 are from Medium enterprises.

No of Respondents
27

100

73

medium scale smallscale total

Pie Chart No 1
The above diagram depicts the Number of employees based on the size of the company. and
Majority of respondents are from the Small scale enterprises.

Type of Manufacturing No of respondents

Hydraulic components 14
Engineering products 12
Automotive components 48
Electronic components 13
Agricultural components 13

Table No 7: Respondents profile based on type of manufacturing

Table No 7 shows the profile of the employees based on the type of manufacturing. Different
employees gave different response in terms of Manufacturing SMEs. The study is mainly
focused on Manufacturing SMEs. The respondentsresponse is more in Automotive components
manufacturing industry. The implementation of Knowledge management practices is
comparatively high in Automotive industries.

No of Respondents
13 14

13 12

48

Hydraulic components Engineering products Automotive Components

Electronic components Agricultural components

Pie Chart No 2

The above pie chart depicts the number of respondents in different manufacturing SMEs. The
different components which are manufactured in SMEs are shown above.
 Gender No of respondents
Male 84
Female 16

Table No 8: Respondents profilebased on Gender

This table shows the respondents profile on Gender. In the survey of data collection out of 100,
84 are men and 16 are Women. Since the data is collected in Manufacturing SMEs it is mainly
mechanical department so the male respondents are compare to the Female respondents. The pie
chart for the above table is shown below

Chart Title
16

84

Male Female

Pie Chart No 3

The above Pie chart depicts the Number of respondents based on the Gender wise. Since the data
is collected in Manufacturing of Mechanical component SMEs there will be more Male
compared to the Female.
Majority of the SMEs employees are selected on the Qualification / Experience of the
people in the Manufacturing firms. Majority of the respondents are the male why because since
the manufacturing of mechanical components were done by male employees.
General Information
Gender:
Table no 9: shows the Gender and the No of respondents belonging to that group

GENDER NO OF RESPONDENTS
Men 84
Women 16

Graph No 4: From the graph we get to know that the maximum number of employees in SMEs
are Male.

84
90
No of Respondents

80
70
60
50
40
30 16
20
10
0
Men Women
Gender
Interpretation:
From the table and graph, we get to know the maximum number of people are Male employees.

Education:
Table no 10: The table shows the education of employees

Qualification No of Respondents
Bachelor Degree 20
Any Professional Degree 23
Master Degree 5
Diploma/Certificate 52

Graph 5: shows the Qualification/ Education details of the employees

60

50
No of Respondents

40

30

20

10

0
Bachelor Degree Any Professional Master Degree Diploma/Certificate
Degree
Education

Interpretation:
From the table and graph, we get to know that 52 employees complete their Diploma, 23
employees completed their Professional Degree and rest of the employees completed their
Bachelor’s Degree and Master Degree.

Years of Work Experience

Table No 11: shows the respondents Work Experience.

Years of Work Experience No of Respondents

1-6 years 15
7-11years 25
12-16 years 35
18-20 years 25

Graph 6: shows the years of Work Experience of Employees

35
35

30
25 25
No of Respondents

25

20
15
15

10

0
1-6 years 7-11 years 12-16 years 18-20 years
experience

Interpretation:From the above graph and table we can understand that about 35 employees have
11-15 years of work experience, 25 employees have 6-10 and 16-20 years of work experience
and about 15 employees have 1-5 years of work experience.
Do you aware of Knowledge Management?
Table No 12: shows if the respondents Know about Knowledge Management

Options No of Respondents
Yes 95
No 5

Graph 7: shows the employees response towards aware of Knowledge Management

YES; 95
100
90
80
No of Respondents

70
60
50
40
30
20 No; 5
10
0
YES No
Options

Interpretation:
From the table and graph we can understand that about 95 employees are aware of Knowledge
management and 5 employees are not aware of it.

What do you mean by Knowledge Management(KM)?

Table No 13: shows the opinion of Knowledge Management with respect to the business
 Options No of Respondents
Something they are already doing but not under the same 5
nature
It is strategic part of your business 60
Something that could be beneficial for the Organization 25
It is just a Management fad 10
Never heard of it 0
If any other, please specify 0

Graph 8: shows the employees opinion regarding the Knowledge Management in the Enterprises

60
60
50
40 25
30
20 10
5
10 0 0
No of Respondents

Options

Interpretation:From the table and graph we can understand that opinion of employees regarding
the Knowledge Management practices to the business.
Does your firm is Knowledge based or not?

Table no 14: shows that whether the firm is a knowledge-based firm or not

Options No of Respondents
Yes 94
No 5
Don’t Know 1
Graph 9: shows the employees response towards whether the firm is a Knowledge-based firm or
not

Chart Title

94
100
90
No of Respondents

80
70
60
50
40
30
20 5
1
10
0
Yes No Don’t Know
Options

Interpretation:
From the table and graph we can understand that about 94 employees know that firm has a
Knowledge-based firm and 5 employees they saying no and 1 employee don’t Know whether the
firm has a Knowledge-based firm.

Does the company recognize the Knowledge as a part of Organization’s

property?
Table No 15: shows that the company will recognize the Knowledge as asset base or not

Options No of Respondents
Yes 77
No 12
Don’t Know 11

Graph 10: shows the employees response towards whether the company will recognize the
Knowledge as asset or not
 Yes; 77
80

70

60
No of Respondents

50

40

30

20 No; 12 Don't know; 11

10

0
Yes No Don't know
Options

Interpretation:The table and graph tells about how we can understand that out of 100 employees
77 considers knowledge as asset, 12 considers it is not and 11 employees they don’t have.

What is the status of Knowledge Management Practices in your company?

Table No 16: shows the status of the Knowledge Management practices in the company

Current Status No of Respondents

Not in existence at all 0
Introduction Stage 22
Intermediate Stage 68
Growth Stage 10

Graph 11: shows the status of Knowledge Management practices in a company

 68
70

60

50
No of Respondents

40

30 22

20
10
10
0
0
Not in existence at all Introduction stage Intermediate stage Growth stage
Status

Interpretation:From the table and graph we can understand the status of the Knowledge
Management practices in the Organization.

Rating for Knowledge Management in your Organization?

Table No 17: shows that Knowledge Management practice of the company

Options No of Respondents
Very good 3
Good 37
Adequate 53
Very poor 0
Poor 5

Graph 12: shows that the rating of Knowledge Management practice of the company
 Chart Title

60 53
No of Respondents

50
37
40

30

20

10 5
3
0
0
Very good Good Adequate Very poor Poor
Options

Interpretation:
From the table and graph we can understand that the rating of Knowledge Management practices
of the company.
How Organization culture is defined?

Table No 18: shows the Organization culture

Options No of Respondents
Whether Basic values and purpose influence 36
on sharing of Knowledge
Viewed, encourages supportive culture 54
Whether Knowledge Management exists in 5
each and everybody’s job
Whether the Knowledge management is the 5
task of a few designated ones

Graph 13: shows the organization culture

 54
60
50 36
40
30
20 5 5
No o f Respon dents

10
0

options

Interpretation:
The table and graph represents the organization culture in terms of Knowledge management
Have the Organization has provided Knowledge management training based
on technology?

Table No 19: whether the organization has provide KM training or not

Options No of Respondents
Yes 77
No 23
Don’t Know 0

Graph 14: shows whether the Organization has provided training for new technologies for KM or
not
 77
80

70
No of Respondents

60

50

40

30 23

20

10 0

0
Yes No Don’t Know
Options

Interpretation:
The above table and graph tells about whether the Organization provides Knowledge
Management training for employees or not
How much training program in your Organization has been Organized?

Table No 20: shows that how much KM training provided within the company

Training period No of Respondents

None 0
1-10 hours 5
11-25 hours 75
26-50 hours 20

Graph 15: shows the training provided within the Organization in terms of Knowledge
management
 75
80

70
No of Respondents

60

50

40

30
20
20
5
10
0
0
None 1-10 hours 11-25 hours 26-50 hours
training period

Interpretation:
The table and graph shows the Number of hours in which the training has provided in terms of
Knowledge management.

Whether the Organization has written knowledge management documents?

Table No 21: shows that whether the written knowledge management documentsis present or not

Options No of Respondents
Yes 90
No 10
Don’t Know 0

Graph 16: shows that whether the written knowledge management documents is present or not
 90

90

80
No of Respondents

70

60

50

40

30

20 10

10 0

0
Yes No Don’t Know
Options

Interpretation:
The table and graph shows the organization has the written documents

Whether there is any policies to improve employees retention?

Table No 22: shows whether the policies and programs which is impacts on worker retention or
not

Options No of Respondents
Yes 76
No 24
Don’t Know 0

Graph 17: shows whether the policies and programs which is impacts on worker retention or not
 76
80

70
No of Respondents

60

50

40
24
30

20

10 0

0
Yes No Don’t Know

Options

Interpretation:The table and graph shows whether the policies and programs which is impacts on
worker retention or not

What is the Organization level which is suitable to implement a Knowledge

management?

Table No 23: shows that at what level the organization is suitable to implement Knowledge
management

Levels No of Respondents
Company level 58
Department level 12
Business unit / Division Level 15
At all levels 15

Graph 18: shows that at what level the organization is suitable to implement Knowledge
management
 58
60

50
No of Respondents

40

30

20 15 15
12

10

0
Company level Department level Business unit / At all levels
Division Level
Levels

Interpretation:The table and graph shows that at what level the organization is suitable to
implement Knowledge management
Knowledge which is useful can be shared easily or not

Table No 24: shows the How the knowledge is too be shared

Options No of Respondents
Yes 92
No 8

Graph 19: shows the whether the useful knowledge can be shared easily or not
 Yes; 92
100
90
No of Respondents

80
70
60
50
40
30
20 No; 8

10
0
Yes No
Options

Interpretation:
The table and graph shows the whether the useful knowledge can be shared easily or not. About
92% of employees says yes and 8% of them says no.

Whether People working in Organization share their experiences and

knowledge or not

Table No 25: shows whether the people in the Organization share their experiences and
knowledge or not

Options No of Respondents
Yes 85
No 15

Graph 20: shows whether the people in the Organization share their experiences and knowledge
or not
 Yes; 85
90
80
No of Respondents

70
60
50
40
30 No; 15
20
10

0
Yes No

Options

Interpretation:
The table and graph shows whether the people in the Organization share their experiences and
knowledgeor not

Whether the organization arranges channels for Knowledge sharing (like

meeting, courses, tours and similar activities)

Table No 26: shows that whether the organization has formal channels for knowledge sharing or
not

Options No of Respondents
Yes 95
No 5

Graph 21: shows that whether the organization has formal channels for knowledge sharing or not
 Yes; 95
100
90
No of Respondents

80
70
60
50
40
30
20 No; 5
10
0
Yes No
Options

Interpretation: The above graph and table shows about 95 says the organization has formal
channels for knowledge sharing and 5 says no.

Provide incentives for Knowledge sharing

Table No 27: shows whether the organization provides incentives for knowledge sharing or not

Options No of Respondents
Yes 35
No 65

Graph 22:shows whether the organization provides incentives for knowledge sharing or not
 No; 65
70

60
No of Respondents

50
Yes; 35
40

30

20

10

0
Yes No
Options

Interpretation:
The table and graph shows about 35 says they will provide incentives for knowledge sharing and
65 says they will not provide

Creating and capturing of knowledge is well defined process or not

Table no 28: shows whether the knowledge given is defined correctly or not

Options No of Respondents
Yes 96
No 4

Graph 23: shows whether the knowledge given is defined correctly or not
 Yes; 96
100
90
NO of Respondents

80
70
60
50
40
30
20 No; 4
10
0
Yes No
Options

Interpretation:
The table and graph shows whether the knowledge given is defined correctly or not

Whether the employees takes more time in order get valid knowledge

Table No 27: shows thatwhether the employees takesmore time in order get valid knowledge

Options No of Respondents
Yes 94
No 6

Graph 24: shows that whether the employees takes more time in order get valid knowledge
 Yes; 94
100
90
No of Respondents

80
70
60
50
40
30
20 No; 6
10
0
Yes No

Options

Interpretation:
The table and graph shows that whether the employees takesmore time in order get valid
knowledge

Whether the knowledge can be learned from each other knowledge or not

Table No 28: shows whether the knowledge shared is feasible or not when it can learn from each
other knowledge

Options No of Respondents
Yes 88
No 12

Graph 25: shows whether the knowledge shared is feasible or not when it can learn from each
other knowledge
 Yes; 88

90
80
No of Respondents

70
60
50
40
30
No; 12
20
10
0
Yes No

Options

Interpretation:
shows whether the knowledge sharing is done from each other knowledge

Knowledge storage is in the form of documents or not

Table No 29: shows the information is stored in the firm is ease of access or not

Options No of Respondents
Yes 84
No 16

Graph 26: shows the information is stored in the firm is ease of access or not
 Yes; 84
90
80
No of Respondents

70
60
50
40
30 No; 16
20
10
0
Yes No
Options

Interpretation:
The table and graph shows the information is stored in the firm is ease of access or not

Storing of Knowledge is valid and recent

Table No 30: shows that the knowledge stored in the organization is valid and it is recent data

Options No of Respondents
Yes 96
No 4

Graph 27: shows that the knowledge stored in the organization is valid and it is recent data
 Yes; 96
100
90
NO of Respondents

80
70
60
50
40
30
20 No; 4
10
0
Yes No

Options

Interpretation:
The table and graph shows that the knowledge stored in the organization is valid and it is recent
data

Does the organization recordsall discussion and meetings?

Table No 31: shows the whether the Organization maintains informal discussion and meeting
regarding storage of knowledge

Options No of Respondents
Yes 86
No 14

Graph 28: shows the whether the Organization maintains informal discussion and meeting
regarding storage of knowledge
 Yes; 86
90
80
No of Respondents

70
60
50
40
30
No; 14
20
10
0
Yes No

Options

Interpretation:
The table and graph shows the whether the Organization maintains informal discussion and
meeting regarding storage of knowledge

Creation of knowledge is the job of R&D department only or not

Table No 32: shows the Knowledge created is the job of every department
only or not

Options No of Respondents
Yes 18
No 82

Graph 29: shows the Knowledge created is the job of every department
 No; 82
90
80
No of Respondents

70
60
50
40
30 Yes; 18

20
10
0
Yes No
Options

Interpretation:
The table and graph shows the Knowledge created is the job of every department

Knowledge creation is everyone’s job and all of them contributes to it

Table No 33: shows that whether everyone creates the knowledge, they contributesto it or not

Options No of Respondents
Yes 82
No 18

Graph 30: shows thatwhether everyone creates the knowledge, they contributes to it or not
 Yes; 82
90
80
No of Respondents

70
60
50
40
30 No; 18

20
10
0
Yes No
Options

Interpretation:The table and graph shows that whether everyone creates the knowledge, they
contributes to it or not

Whether Top management takes interest in knowledge creation and supports

continuously or not

Table No 34: shows that whether the top management of the Organization takes interest in
creating knowledge and supports it regularly

Options No of Respondents
Yes 97
No 3

Graph 31: shows that whether the top management of the Organization takes interest in creating
knowledge supports it regularly
 Yes; 97
100
90
No of Respondents

80
70
60
50
40
30
20
No; 3
10
0
Yes No

Options

Interpretation: The table and graphshows that whether the top management of the Organization
takes interest in creating knowledge supports it regularly

Whether Knowledge creation is a part of organization’sculture

Table No 35: shows that whether the knowledge creation is a part of organization’s culture or not

Options No of Respondents
Yes 87
No 13

Graph 32: shows that whether the knowledge creation is a part of organization’s culture or not
 Yes; 87
90
80
No of Respondents

70
60
50
40
30
No; 13
20
10
0
Yes No
Options

Interpretation:
The table and graph shows that whether the knowledge creation is a part of organization’s
culture or not

Whether formal learning values will be supported by organization or not

Table no 36: shows that whether formal way of learning is supported by the organization or not

Options No of Respondents
Yes 94
No 6

Graph 33: shows that whether formal way of learning is supported by the organization or not
 Yes; 94
100
90
No of Respondents

80
70
60
50
40
30
20 No; 6
10
0
Yes No

Options

Interpretation:
The table and graph shows that whether formal way of learning is supported by the organization
or not

Motivates people to learn and apply their ideas

Table No 34: shows that whether the organization motivates people to learn and apply their ideas
or not

Options No of Respondents
Yes 94
No 6

Graph 38: shows that whether the organization motivates people to learn and apply their ideas or
not
 Yes; 94
100
90
No of Respondents

80
70
60
50
40
30
20 No; 6
10
0
Yes No

Options

Interpretation:
The table and graph shows that whether the organization motivates people to learn and apply
their ideas or not

Whether the Organization encourage people to participate in a variety of

Learning opportunities
Table No 38: Explains about whether the Organization motivates people to participate in a
variety of learning programs

Options No of Respondents
Yes 85
No 15
Graph 35: Explains about whether the Organization motivates people to participate in a variety
of learning programs

Yes; 85
90
80
No of Respondents

70
60
50
40
30 No; 15
20
10
0
Yes No
Options

Interpretation: The table and graph Explains about whether the Organization motivates people to
participate in a variety of learning programs

Establishing clear guidelines for operation to help the staff

Table No 39: shows that the top management gives guidelines regarding the staff learning

Options No of Respondents
 Yes 72
No 28

Graph 36: shows that the top management gives guidelines regarding the staff learning

Yes; 72
80

70
No of Respondents

60

50

40 No; 28

30

20

10

0
Yes No
Options

Interpretation:
The table and graph shows that the top management gives guidelines regarding the staff learning

Corporate culture affects retention

Table No 40: shows that corporate culture acts as a continuous process

Options No of Respondents
Yes 77
No 23
Graph 37: shows that corporate culture acts as a continuous process

Yes; 77
80

70
No of Respondents

60

50

40
No; 23
30

20

10

0
Yes No
Options

Interpretation:
The table and graph showsthat corporate culture acts as a continuous process

Sharing of Knowledge and Activities for learning are valued in your company
environment

Table No 41: shows that the whether the sharing of Information and learning activities are more
important in the case of company environment

Options No of Respondents
Yes 87
No 13
Graph 38: shows that whether the sharing of Information and learning activities are more
important in the case of company environment

Yes; 87
90
80
No of Respondents

70
60
50
40
30
No; 13
20
10
0
Yes No

Options

Interpretation:
The table and graph shows that whether the sharing of Information and learning activities are
more important in the case of company environment
Is it a platform where people can contact each other is a suitable options

Table No 42: Explains about in an Organization each and every people contact with each other
with their suitable option
 Options No of Respondents
Yes 75
No 25

Graph 39: Explains about in an Organization each and every people contact with each other with
their suitable option

Yes; 75
80

70
No of Respondents

60

50

40
No; 25
30

20

10

0
Yes No

Options

Interpretation: The table and graph shows that in an Organization each and every people contact
with each other with their suitable option

CHAPTER 5
SUMMARY OF FINDINGS, CONCLUSIONS AND
SUGGESTIONS
5.1 Findings for the Study
 We can understand that about 35 employees have 11-15 years of work experience, 25
employees have 6-10 and 16-20 years of work experience and about 15 employees have
1-5 years of work experience.
 We get to know that 52 employees complete their Diploma, 23 employees completed
their Professional Degree and rest of the employees completed their Bachelor’s Degree
and Master Degree.
 We can understand that out of 100 SMEs I found that 27 are Medium scale and 73 are of
Small scale enterprises.
 We can understand that about 48% of Automotive components are manufacture, about
13% of Agricultural and Electronic components, 14% of Hydraulic components and 12%
of Engineering products are manufactured.
 We can understand that about 84 people are male employees and 16 are female
employees.
 We can understand that about 95 employees know about knowledge management and
about 5 employees are don’t know about knowledge management
 We can understand that about 94 says firm is considered as knowledge based firm and 5
says no it is not and 1 says they don’t know
 We can understand that about 77 says company recognize knowledge is a part of the
company’s wealth, 12 says it is not and 11 says they don’t know
 About 22 says knowledge is in the intermediate stage, about 68 says it is in Introduction
stage and 10 says it is growth stage
 We can understand that 77 told that the company has provided knowledge based training
and 23 says the company does not provided the training.
 We can understand that the training provided in terms of hours is about 5 says it has 1-10
hours, 75 says it has 11-25 hours and 20 says it has 26-50 hours
 We can understand that about 18 says knowledge belongs to only R&D department only
but 82 says it is not only for R&D
5.2 Suggestions

 Build teams to identify the capacity of KM with respect to SME and to conduct
knowledge audit.
  The SMEs need to organize Knowledge awareness programs for the benefit of their
employees through professional agencies.
 The SMEs needs to set up a library comprised of books and periodicals pertaining to
Knowledge management area.
 In SMEs Organizational culture, lack of trust is the primary concern for practical
implementation of the KM.
 SMEs needs to focus more on improving the quality of training or self-development
programs so that the employees are satisfied and they can improve their skills to
overcome the problems in the way of functioning of the Organization.
 Organizing employee reward and award programs to recognize performers for their
contribution towards Knowledge management

5.3 Conclusion

Knowledge Management plays a vital role and it attempts to scientifically and

empirically investigate the Knowledge management enablers, Knowledge creation
process, Organizational performance among Bangalore SMEs.
The new world of knowledge economy, Organizations distinguish themselves from those
of last millennium in recognizing KM as core competency and adopting knowledge
management practices as essential for achieving the organization’s goals. Theobjective of
this paper is to know about the KM practices in a manufacturing organization which by
far less explored. The findings suggest that manufacturing firms also have realized the
importance of knowledge management practices and have adopted them even though not
explicitly in the name of Knowledge management strategy