k.k. kuriakose head computer division & knowledge .... kuriakose head computer division &...

K.K. Kuriakose

Head Computer Division & Knowledge Management Section,

Indira Gandhi Centre for Atomic Research, Kalpakkam,603102

India

[email protected]

Contents

�KM

�KM Subsystems

�Knowledge

�People

�Process(KC, KS, KU)

�Technology

�RoI

�Critical Success Factors

�KMMM

Contents Cont.

�KM @IGCAR

�Portal

�KMMM

�KM Awareness

�Tacit Knowledge Elicitation

�FR Knowledge

�Training Simulator

�Conclusion

KM

�Interdisciplinary field(CS+MS)

�Context-Organization(IGCAR)

�Performance Improvement

�Successful Implementation

KM Definition� KM is the process of capturing an

organization’s collective expertise , where ever it

resides , in databases , in paper or in people’s heads

and distributing it to where ever it can produce

maximum pay off (Hibbard,1997)

� KM is a conscious strategy of getting the right

knowledge to the right people at the right time and

helping people share and put information into action

in ways that will improve organizational

performance (APQC,2000).

� KM is to understand , focus on and manage

systematic, explicit, and deliberate knowledge

building, renewal, and application- that is manage

effective knowledge processes (Wiig,1997).

k1

k1 kuriakose, 2011-01-26

KM Subsystems

� Knowledge

� People

� Process

� Technology

� Return on Investment(RoI)

Knowledge

�Organized information applicable to

problem solving in a specific context

�Explicit/Tacit

�Core/Advanced/Innovative

�Structured/Unstructured

�Individual/Collective

�Know-how/Know-what/Know-why

People

�Knowledge creating crew

� Knowledge Practioners

� Knowledge Engineers

�Knowledge Officers

The People Architecture

�Roles

�Motivation

�Trust

�Shared vision

�Altruism

�Reciprocity

�Repute

KM Process(Activities)

�Create/Acquire/Locate

�Store/Preserve

�Share/Disseminate

�Utilize/Apply

�Integration of KM processes with

normal work processes

The Process Architecture

�Acquire:

Solicitation

Voluntary submission

Mandatory requirements

Interview/Observation

�Quality Control

Review/Editing

Certification

Quality index

The Process Architecture -Continued

�Disseminate:

Publish through the Technology architecture

Formal/Informal Meetings

COPs

�Utilize:

Projects

Day-to-day activities

�Maintenance

�Retirement

Ref: Nonaka & Takeuchi, 1995

Ref: Nonaka & Konno,1998

Knowledge Sharing

�Codification ( Indirect)

�Personalization ( Direct)

Knowledge Sharing Culture

�Altruism

�Reciprocity

�Repute

�Trust

(Davenport & Prusak,1998)

Incentives for spreading

KM culture

�1. Rewards

�2. Public recognition

Public recognition

�Discuss the contribution of various employees in Divisional meetings

�Knowledge portal features reward scoreboard providing visibility to the top knowledge sharers(Quarterly)

�Periodic K-Summits(Annual) to celebrate knowledge-sharing activities and publicly recognize leading knowledge sharers

Knowledge Utilization

�Knowledge application/ knowledge reuse

�‘Exploitation’ of existing knowledge

�Source of competitive advantage resides in

application of knowledge (Alavi and

Leinder, 2001)

�Economic value of knowledge does not lie

in possessing it, but in using it (Davenport

and Probust, 2002)

20

Technology

�Content

�Collaboration

�Business Intelligence

21

USERS

��.

Intranet

HR

Firewall

Security

System

Departmental KM

Repository 1

Departmental KM

Repository n

Materials

Management

Digital Library

Data Warehouse

Extranet

Finance Projects

USERS

Central KM

Repository

USERS

A Typical KM System

RoI

�Tangible

� Performance, Growth, Cost, Innovation

�Intangible

�Customer satisfaction, Employee

satisfaction, Synergestic organization

Critical Success Factors

�Organizational Culture

�Coopetition

�Leadership

KM Maturity Model

�Maturity models describe the development

of an entity over time

�Provides a path to improvement

�Provides a road map & clear vision with a

description of the path ahead

MM Properties

�The development entity is described with a

limited number of maturity levels ( four to six).

�Levels are characterized by certain requirements

which the entity has to achieve on that level.

�Levels are sequentially ordered, from an initial

level to an ending level of perfection.

�During the development, the entity progresses

forward from one level to the next.

�No levels can be skipped.

IGCAR

� Indian Gandhi Centre for Atomic Research (IGCAR)

(originally known as Reactor Research Centre), was established in

1971 at Kalpakkam with a mission to develop the

technology for Sodium Cooled Fast Reactors

�Fast Breeder Test Reactor (FBTR)

�40 MWt / 13.2 MWe

�Prototype Fast Breeder Reactor (PFBR)

�1250 MWt / 500 MWe

MissionTo conduct a broad based multidisciplinary

programme of scientific research and advanced

engineering development, directed towards the

establishment of the technology of Sodium

Cooled Fast Breeder Reactors (FBR) and

associated fuel cycle facilities in the Country.

The mission includes the development and

applications of new and improved materials,

techniques, equipment and systems for FBRs,

pursue basic research to achieve breakthroughs

in Fast Reactor technology.

OrganizationSl. No Group Name

1 Chemistry Group

2 Electronics, Instrumentation and Radiological Safety Group

3 Engineering Services Group

4 Fast Reactor Fuel Cycle Facility

5 Fast Reactor Technology Group

6 Materials Science Group

7 Metallurgy and Materials Group

8 Reactor Design Group

9 Reactor Operation and Maintenance Group

10 Reprocessing Group

11 Resource Management Group

KM VISION

Every knowledge worker at IGCAR

should be empowered by the

collective and accumulated

knowledge of all the past and present

knowledge workers of IGCAR

KM Objectives

�To minimize effort dissipated, in redoing learning

that has already happened in IGCAR

�Ensure that all the employees of IGCAR have the

collective knowledge of the Centre

�Move from “ Knowledge is Power” to

Knowledge Sharing is More Power” paradigm

KM Activities

�KM Portal

�KM Maturity Model

�KM Awareness

�Tacit Knowledge Elicitation

�FR Knowledge

�Training Simulator

KM Portal

�Intranet-IGCIMS, PFBRKMS, Nuclear

ATOMS, IIS

�Internet-IGCAR Website,

Sl.

No.

Dimension No. of

Options

Options Percentage of Models

1. Context 3 General 53.4

Organization 26.7

Industry Sector 20

2. Applicability 3 General 80

Organization 0

Industry Sector 20

3. Stages 4 4 20

5 60

6 13.3

8 6.7

4. Assessment 3 Subjective 13.3

Objective 33.3

Not known 53.4

5. Validation 3 Case Study 13.3

Empirical 6.7

Not known 80

6. Key Areas 2 General 26.7

Specific 73.3

KMMM-Morphology

Determine & Study the Context

Determine the Applicability

Determine the Key Areas

Determine the No. of stages

Identify the characteristics of each stage

Determine the assessment methodology

Validate the Model

Is validation

Successful

Validated Model

Yes

No

KMM model

Knowledge Management Maturity Model

Developed at IGCAR

�Level 0- Default

�Level 1- Initial

�Level 2- Qualitative Development

�Level 3- Quantitative Development

�Level 4- Maturity

�Level 5- Extended-Organizational Maturity

�KMI- KA,KP,KV

Key Area Key Parameters

People Awareness

Participation

Reward and Recognition Scheme

KM roles

Communities of Practice

Mentoring and Succession Planning

Process KM Policy

KM Strategy

KM Processes

Process Integration

Technology Network

Data and Information Management

Explicit Knowledge Management

Tacit Knowledge Management

KE Techniques

Technology Integration

Knowledge Knowledge Classification

Knowledge Capability Areas

Knowledge Organization

Knowledge Value

RoI Employee Satisfaction

Productivity

Organizational Reputation

Key Areas and Key Parameters

Key Area Key Parameters Key values

People

Awareness Medium

Participation Medium

KM roles Medium

Mentoring and Succession Planning Medium

Communities of Practice Low

Reward and Recognition Scheme Low

Process

KM Policy Medium

KM Strategy Medium

KM Processes Medium

Process Integration Low

Technology

Network High

Data and IM High

Explicit KM Medium

Tacit KM Medium

KE techniques Low

Technology Integration Low

Knowledge

Knowledge Classification Medium

Knowledge Capability Areas Medium

Knowledge Organization Medium

Knowledge Value Medium

RoI

Employee Satisfaction Medium

Productivity Medium

Organizational Reputation Medium

KMI for Level-2

S.No Inhibiting Factors

G1 G2 G3 G4

M SD PR M SD PR M SD PR M SD PR

1 Lack of time3.33 1.12 56 3.43 1.01 54 3.86 0.92 78 4.13 0.81 87

2Lack of awareness of knowledge

requirements

3.67 1.12 75 3.94 0.73 77 3.95 1.00 81 4.31 0.48 100

3Lack of expertise in organizing the

available Knowledge4.33 1.12 78 3.40 1.01 51 3.70 0.91 70 3.88 0.62 75

4

Lack of awareness of the process of

contribution4.11 0.33 100 3.66 0.84 60 4.08 0.72 84 4.00 0.52 87

5 Lack of assistance in contribution3.22 1.39 44 3.20 1.21 43 3.43 1.12 54 3.56 0.89 56

6Lack of user friendly technology

infrastructure

3.67 1.32 67 4.06 0.76 80 4.00 0.78 75 4.31 0.70 87

7

Lack of integration of the process of

contribution with day-today work3.11 1.45 56 4.09 0.70 86 3.92 0.89 67 4.44 0.73 87

8

Lack of awareness of the utility of the

contributions4.22 0.67 89 3.40 1.03 54 3.57 1.01 57 3.44 1.03 62

9 Lack of tangible reward 3.78 1.09 56 3.00 1.08 34 3.03 1.21 32 2.94 1.06 31

10 Lack of recognition 4.22 1.20 67 3.29 0.99 48 3.14 1.13 38 3.06 1.29 50

S.No Inhibiting FactorsG1 G2 G3 G4

M SD PR M SD PR M SD PR M SD PR

11 Lack of gratefulness 4.44 1.13 78 3.03 0.89 28 3.22 1.20 40 3.13 1.20 37

12 Lack of feedback 4.56 0.53 100 3.77 1.06 74 3.89 0.97 70 3.88 0.96 81

13

Lack of weightage for contribution in

performance appraisal 2.89 1.36 33 3.31 1.11 46 3.35 1.14 46 3.31 1.45 62

14

Lack of protection of intellectual

property

4.11 1.27 78 3.40 3.80 48 3.41 1.01 48 2.75 1.34 31

15

Lack of assurance against negative

reverse impact 3.89 0.78 67 3.80 0.93 71 3.84 0.90 67 3.31 1.14 50

16

Lack of assurance against belittling by

colleagues 3.22 0.97 33 2.80 1.13 28 3.27 0.90 38 2.69 1.08 18

17

Lack of awareness on the significance

of the contribution to the organization 4.11 1.05 78 3.77 1.03 66 3.73 1.07 62 3.88 1.15 75

18Lack of directive from the reporting

officer 3.11 0.93 33 3.06 1.00 31 3.05 0.97 38 3.50 1.15 50

19 Lack of contributions from colleagues 3.67 0.87 67 3.00 1.06 34 2.97 1.07 27 3.00 1.26 31

20

Lack of assurance on meeting the

knowledge requirements by the

organizational knowledge repository4.00 0.76 78 3.43 1.09 46 3.54 0.96 57 3.50 0.86 75

21Lack of mandatory organizational

policy on contributions4.00 0.7 78 3.26 1.07 74 3.14 1.25 43 3.00 1.41 31

Sl.No Inhibiting Factors (G2)M SD PR

1Lack of integration of the process of contribution with day to day work

4.09 0.7 86

2 Lack of user friendly technology infrastructure 4.06 0.76 80

3 Lack of awareness of knowledge requirements 3.94 0.73 77

4 Lack of assurance against negative reverse impact 3.8 0.93 71

5 Lack of feedback 3.77 1.06 74

6Lack of awareness on the significance of the contribution to the

organization3.77 1.03 66

7 Lack of awareness of the process of contribution 3.66 0.84 60

8Lack of assurance on meeting the knowledge requirements by the

organizational knowledge repository 3.43 1.09 46

9 Lack of time 3.43 1.01 54

10 Lack of protection of intellectual property 3.4 3.8 48

11 Lack of awareness of the utility of the contributions 3.4 1.03 54

12 Lack of expertise in organizing the available knowledge 3.4 1.01 51

13 Lack of weightage for contribution in performance appraisal 3.31 1.11 46

14 Lack of recognition 3.29 0.99 48

15 Lack of mandatory organizational policy on contributions 3.26 1.07 74

16 Lack of assistance in contribution 3.2 1.21 43

17 Lack of directive from the reporting officer 3.06 1 31

18 Lack of gratefulness 3.03 0.89 28

19 Lack of tangible reward 3 1.08 34

20 Lack of contributions from colleagues 3 1.06 34

21 Lack of assurance against belittling by colleagues 2.8 1.13 28

Sl.No. Subunits Predominant Inhibiting Factors

1 G1

Lack of feedback

Lack of gratefulness

Lack of expertise in organizing the available knowledge

Lack of recognition

Lack of awarenes of the utility of the contributions

2 G2

Lack of integration of the process of contribution with day to day work

Lack of user friendly technology infrastructure

Lack of awareness of knowledge requirements

Lack of assurance against negative for reverse impact

Lack of feedback

3 G3

Lack of awareness of the process of contribution




Lack of feedback

4 G4




Lack of time


5 G5



Lack of awareness on the significance of the contribution to the organization


Lack of feedback

6 G6 Lack of awareness on the significance of the contribution to the organization

Sl.No. Subunits Predominant Inhibiting Factors

6 G6


Lack of assurance against negative for reverse impact

Lack of protection of intellectual and property


Lack of time

7 G7



Lack of feedback



8 G8





Lack of feedback

9 G9





Lack of feedback

10 G10


Lack of feedback


Lack of expertise in organizing the available knowledge


11 Organization





Lack of feedback

Employees and Participants

Group Employees Participants Percentage

G4 43 16 37.20

G2 127 35 27.55

G8 108 28 25.92

G5 252 39 15.47

G7 135 18 13.33

G3 297 37 12.45

G10 296 35 11.82

G6 278 14 5.03

G9 339 14 4.13

G1 219 9 4.11

ORG 2094 245 11.70

Type of Work %

Research 29

Development 29

Project 21

Technical Services 21

29

29

21

21

Type of Work(Organization)Research

Development

Project

Technical Services

0

10

20

30

40

50

60

70

80

90

G1 G2 G3 G4 G5 G6 G7 G8 G9 G10

Research 75 35 0 0 5 50 88 7 14 48

Development 0 50 14 25 53 0 12 86 0 4

Project 25 10 33 75 5 50 0 7 14 22

Technical Services 0 5 53 0 37 0 0 0 72 26

Per

cen

tage

Type of Work

Groups

71

HIGHLIGHTS

�Elimination of Inhibiting Factors are vital for steady progress in KM

�The factors may vary from organization to organization

�Organization needs to identify the relevant Inhibiting Factors & eliminate/minimisethem

KM Awareness

�Seminars

�Brainstorming

�Survey

Tacit Knowledge Elicitation

�Interview

�Observation

�Documents

FR Knowledge

(Phases)

� Design

� R&D

� Manufacturing

� Construction

� Pre-commissioning

� Commissioning

� Training

� Operation

� Fuel Reprocessing

� De-commissioning

This image cannot currently be displayed.This image cannot currently be displayed.

Sub-systems

SYSTEM SUB SYSTEM SUB SUB SYSTEM

Reactor Block Pile

Reactor Assembly

Rotation Plug Cooling System(RPC)

Reactor Core

Interseal Argon system

Core Cover Plate Mechanism(CCPM)

Core Thermocouple Couple (CTC)

Control Rod Drive Mechanism (CRDM)

Inflatable Seals

Biological Shield Cooling Emergency Storage Tank

Control Rod Drive Mechanism

Clad Rupture Detection circuit

CRD in Argon

CRD in Sodium(DND)

Displacement Measurement

Device(DMD)

Preheating and Emergency cooling

Primary cover gas Helium Injection Circuit

Sodium System

Primary Sodium System

Primary Sodium Main Circuit

Primary Fill & Drain Circuit

Primary Cold Trap Cooling Circuit

Primary Sodium Purification Circuit

Primary Sodium Pumps and Drives

Secondary Sodium System

Secondary Sodium Main Circuit

Secondary Sodium Purification Circuit

Secondary Cold Trap Cooling Circuit

Hydrogen in Argon Detection

Secondary Cover Gas

Sodium in Argon Detection (SAD)

Secondary Sodium Pumps and Drives

Steam Generator Leak Detection System

Steam water system

Condensate System Chemical Dosing Units

Steam water systemCondensate Polishing Unit

Auxiliary Steam Circuit

Feedwater system Package Boiler

Auxiliary System

Raw water systemService Water System

Fire Fighting

Domestic Water System

Fire Water System

CO2 Fire Fighting System

Compressed Air System Mulsyfyre System

Service Argon System

Active Liquid Effluent System

Condenser Cooling Water Circuit

Service Water System

Reaction product discharge & recovery

circuit

Dimineralised water plantDemineralised Water Storage and

Distribution System

Flooding System

Air condition and Ventilation

Active Building Air Conditioning and

Ventilation

Inactive area Air conditioning and

Ventilation

Fuel Handling

Fresh Element charging and transfer

Fresh Element storage and

transportation

Irradiated element transport and

storage

Irradiated element discharging

Station Power Supply

Main power Supply

6.6KV power supply Bus

415V power supply Bus

Emergency power supply Diesel Generators

Control power supply

24V DC power supply/Battery Bank



Uninterrupted power supply(UPS)

Turbine & Alternator

Alternator and its auxiliaries Generator air cooling

Centrifuge

Turbine and its auxiliaries

Gland sealing

Vaccum system

Turbovisory parameters

Central Data Processing System

Main system

Stand alone system

Reactor protection system

Neutronic Instruments

LOR circuit

SCRAM circuit

Knowledge Types�Precautions

�Guidelines

�Lessons Learnt

�Experiences

�Recommendations

�Improvements Design Deficiency

Operator Error

Causes Equipment Failure

�Incidents

Remedial Measures

�Repeated Incidents

Knowledge Forms

� Publications

� Presentations

� Internal Notes

� Internal Reports

� Manuals

� Drawings

� Operating Documents

� Minutes of Meetings

� Experiences

� FAQ

� Others

Examples:

�Construction → Sodium System → Precautions → Cleanliness → Internal Report

�Commissioning → Sodium System → Primary Sodium → Guidelines → Leak Tightness → Internal Note

�Commissioning → Sodium System → Secondary Sodium System → Incident → NaK Leak from Cold Trap

→ Causes → High Heat Flux → Remedial Measures →Provide Surface Thermocouples

→ Internal Report

�Commissioning → Sodium System → Lessons Learnt → Stringent Quality Assurance Procedures

→ Presentation

�Commissioning → Sodium System → Recommendations → Transfer of Sodium from a Storage Tank

should be done using EM Pump rather than Pressurizing the Tank → Publication

�Operation → Reactor Protection System → CRDM →Incident → Uncontrolled Withdrawal of one

Control Rod → Causes → Sluggishness of Raise Contactor → Remedial Measures →

Control Rods Level Discordance as LOR Input → Internal Note

Meta Knowledge Structure

�Title

�Author

� Journal/Conference/Technical Meeting/Others

�Date

� Summary

�Keywords

�Utlity

�Target Users

Tacit Knowledge Structure

� Name

� Designation

� Qualification

� DOB

� DOS

� Contact Details

� Expertise

� Interest

� Domains of work

� Projects Carried out

� Knowledge Artifacts

� Remarks

A Full Scope Replica Type Operator Training

Simulator is being built at IGCAR.

PFBR FLOWSHEET

�To ensure safe operation by the plant personnel.

�To impart comprehensive training to the operators before

commissioning of the actual Plant.

�To Simulate Plant scenarios representing various states of

the plant.

�Increase the reflexes and efficiency of the operators.

�Carry out experiments that are not practically possible

to carry out in the real plant.

Need for Simulator

� ANSI / ANS – 3.5 – 1998

� INEA – TECDOC – 995

� IAEA – TECDOC – 1411

Reference Standards

Benchmark Transients

� Reactor Start up

� Reactor Shutdown

� Fuel Handling startup

� Reactor in fuel Handling state

� Reactor in operation

Full power / Partial power

Steps involved in Modeling

Simulated Plant

States

Systems Simulated

Verification & Validation is a qualification for the simulator to be

used for operator training. It is being carried out by a committee

consisting of specialists from NPCIL, BARC and IGCAR.

Verification & Validation

A step towards enhanced plant safetyA step towards enhanced plant safetyA step towards enhanced plant safetyA step towards enhanced plant safety

.PFBR FULL SCOPE REPLICA TYPE OPERATOR TRAINING SIMULATORPFBR FULL SCOPE REPLICA TYPE OPERATOR TRAINING SIMULATOR

Process Simulation

Data collection of

components and devicesEquivalent diagram from

system flowchart

Creation of Process/ Logic Circuits

& Virtual Panels

Integration and testing of Process /Logic /

Virtual panel Models

Verification & Validation

Implementation

PFBR Flowsheet Benchmark Transients

One PSP trip - Sodium and feed water

flows

-25

0

25

50

75

100

125

1 61 121 181 241 301

Time, S

Flo

ws %

, n

om

inal Primary Sodium

pump-1 Flow

Primary Sodium

pump-2 Flow

Core Flow

Secondary

Sodium Flow

Feed water

Flow

One PSP Trip at - Core and IHX Primary

Outlet Temperature

550

600

650

700

750

800

850

900

950

1000

0 60 120 180 240 300

Time, S

Tem

pera

ture

, K

Reactor Inlet

Temperature

Hot Pool Mixed

Mean Temperature

CSA Sodium OutletTemperature

Clad HotspotTemperature

IHX Primary OutletTemperature

Research Simulator

•Inadvertent withdrawal of one control

rod at

• Low power

• Intermediate power

• Full power

• Reactor SCRAM due to SCRAM signal

Malfunctions &

Transients

•ARDM not in poised state.

• Primary Na temp., level, flow not normal.

• Steam water system not available.

• Rotatable plug not normal etc…..

• Plugging of fuel subassemblies (181) for

flow blockage of 5%,10%.........90%.

• One/Both BFP trip with standby not starting

• Loss of feed water flow in one/both loops.

• Turbine trip, CEP / CCWP trip

• Power setback, Offsite power failure

• Station blackout

• Power failure with DG takeover

• Primary / Secondary pump-1 trip.

• Both primary pump trip.

• Both primary & secondary pump trip.

• Primary pump-1 seizure.

• One pri / sec pump speed accelerates.

• Primary pipe rupture.

• IHX sleeve valve closure.

Neutronics System Reactor startup & Plugging

Steam Water System &

Electrical system

Primary & Secondary

Sodium System

Systems

SimulatedNeutronics

System

Primary

Sodium

System

Steam water

System

Electrical

System

Secondary

Sodium

System

Core

Monitoring

System

Fuel Handling

System

Decay Heat

Removal

SURVEY

�15% PEOPLE NATURALLY SHARE

THEIR KNOWLEDGE

�4% PEOPLE NATURALLY HOARD

THEIR KNOWLEDGE

�81% PEOPLE SHARE OR HOARD

THEIR KNOWLEDGE

DEPENDING ON THE CONTEXT IN

WHICH THEY ARE WORKING

KM Redefined.� KM creates and nurtures the organizational

environment of trust, solidarity and co-opetition

where liberal knowledge sharing and knowledge

creation takes place as an integral part of every

role, on a continuous basis, thereby improving

the dynamic capacity of the employees to act

effectively, in various situations resulting in

improved organizational performance and thus

improved quality of life and happiness to all the

stakeholders.

� Cultural change

� Institutionalization

Only when we have made up our minds that

sharing knowledge is important, not only

for efficiency’s sake, but also to increase

the humanization of the business and social

environments, in which we work, we will be

prepared for the task confronting us. When

established procedures are not conducive to

the sharing of knowledge, the company

must be ready to re-structure itself in to an

organization, more amenable to knowledge

sharing (Davenport and Probst 2002).

Though the initial battle to win the first converts to

the practice of knowledge sharing is a hugely

uphill one, with a judicious mix of motivation,

facilitation and awareness mechanisms, steady

progress can be made on the road towards

achieving greater sharing and the pace of

adoption accelerates with time. Once a ‘critical

mass’ of users has been reached, the movement

reaches a take-off point, beyond which it becomes

self sustaining without significant effort being

devoted to motivation. KM becomes part of the

organizational fabric and sharing becomes an

integral part of every role across the organization,

thus reducing considerably the effort required of

dedicated KM roles. (Kochikar and Suresh, 2003).

“Knowledge Management should be

focused on real, tangible

intractable problems, not

aspirational goals. It should deal

pragmatically with the evolutionary

possibilities of the present rather

than seeking idealistic solutions.”(Dave Snowden, Founder & Chief

Scientific Officer - Cognitive Edge )

“Knowledge without action

is useless”

“Action without knowledge

is dangerous”

D.L CHU 1995

“In the knowledge-creating company, inventing new knowledge

is not a specialized activity- it is a way of behaving, indeed a

way of being, in which every one is a knowledge worker”

(Nonaka, 1991)

“A learning laboratory is an organization dedicated

to knowledge creation , collection and control.

Contribution to knowledge is a key criterion

for all activities , albeit not the only one”

(Leonard - Barton, 1992)

“Successful companies are those that consistently create new

knowledge , disseminate it widely throughout the

organization and quickly embody them inproducts and

services”

“Successful companies are those that consistently create new

knowledge , disseminate it widely throughout the organization

and quickly embody them in products and services” (Nonaka, 1991)