“Knowledge Management – Creating Value”

In the contemporary knowledge-driven economy, organizations increasingly recognize Knowledge Management (KM) as a strategic tool for creating value and sustaining competitive advantage. This study investigates the role of KM practices in enhancing organizational value through improved innovation, efficiency, employee performance, and customer satisfaction, with a particular focus on the banking sector in Agra, India. The study further explores the mediating role of Emotional Intelligence (EI) in shaping knowledge-sharing behaviors and overall performance.
A structured questionnaire was administered to employees of ICICI Bank branches in Agra, generating responses from 120 participants across different designations and experience levels. Both descriptive and inferential statistical techniques, including correlation, regression, and ANOVA, were employed to analyze the data.
The findings reveal that employees possess moderate awareness of KM practices and satisfactory levels of EI, but knowledge-sharing tendencies remain average. Correlation analysis indicated weak but positive relationships between KM awareness, knowledge sharing, and performance, while regression results showed that EI and knowledge sharing positively influence employee performance, though not at statistically significant levels. ANOVA results demonstrated no significant performance differences across designations, suggesting uniform perceptions of KM initiatives within the organization.
The study concludes that KM practices alone may not directly drive employee performance; rather, their impact is realized when integrated with EI and supported by a culture of collaboration and systematic knowledge sharing. These results reinforce the socio-technical perspective that value creation emerges from the intersection of people, processes, and technology.
This research contributes to the academic discourse by highlighting the importance of contextual factors in KM adoption and offers practical recommendations for banks to strengthen KM frameworks, enhance EI through training, and foster a culture of continuous knowledge sharing to maximize organizational value.

Knowledge ,Management ,Creating Value

1. I. Nonaka and H. Takeuchi, The Knowledge-Creating Company. Oxford, UK: Oxford Univ. Press, 1995. [Google Scholar] [Crossref]

2. T. H. Davenport and L. Prusak, Working Knowledge: How Organizations Manage What They Know. Boston, MA: Harvard Business School Press, 1998. [Google Scholar] [Crossref]

3. M. Alavi and D. E. Leidner, “Review: Knowledge management and knowledge management systems: Conceptual foundations and research issues,” MIS Quarterly, vol. 25, no. 1, pp. 107–136, 2001. [Google Scholar] [Crossref]

4. R. M. Grant, “Toward a knowledge-based theory of the firm,” Strategic Management Journal, vol. 17, pp. 109–122, 1996. [Google Scholar] [Crossref]

5. J. B. Barney, “Firm resources and sustained competitive advantage,” Journal of Management, vol. 17, no. 1, pp. 99–120, 1991. [Google Scholar] [Crossref]

6. D. J. Teece, G. Pisano, and A. Shuen, “Dynamic capabilities and strategic management,” Strategic Management Journal, vol. 18, no. 7, pp. 509–533, 1997. [Google Scholar] [Crossref]

7. L. Edvinsson and M. S. Malone, Intellectual Capital: Realizing Your Company’s True Value by Finding Its Hidden Brainpower. New York, NY: HarperBusiness, 1997. [Google Scholar] [Crossref]

8. K. E. Sveiby, The New Organizational Wealth: Managing & Measuring Knowledge-Based Assets. San Francisco, CA: Berrett-Koehler, 1997. [Google Scholar] [Crossref]

9. R. S. Kaplan and D. P. Norton, The Balanced Scorecard: Translating Strategy into Action. Boston, MA: Harvard Business School Press, 1996. [Google Scholar] [Crossref]

10. A. H. Gold, A. Malhotra, and A. H. Segars, “Knowledge management: An organizational capabilities perspective,” Journal of Management Information Systems, vol. 18, no. 1, pp. 185–214, 2001. [Google Scholar] [Crossref]

11. C. W. Holsapple and K. D. Joshi, “Knowledge management: A threefold framework,” Decision Support Systems, vol. 31, no. 1, pp. 5–20, 2001. [Google Scholar] [Crossref]

12. L. Argote and P. Ingram, “Knowledge transfer: A basis for competitive advantage in firms,” Organizational Behavior and Human Decision Processes, vol. 82, no. 1, pp. 150–169, 2000. [Google Scholar] [Crossref]

13. J.-C. Spender, “Making knowledge the basis of a dynamic theory of the firm,” Strategic Management Journal, vol. 17, pp. 45–62, 1996. [Google Scholar] [Crossref]

14. M. H. Zack, “Developing a knowledge strategy,” California Management Review, vol. 41, no. 3, pp. 125–145, 1999. [Google Scholar] [Crossref]

15. D. Demarest, “Understanding knowledge management,” Long Range Planning, vol. 30, no. 3, pp. 374–384, 1997. [Google Scholar] [Crossref]

16. D. W. De Long and L. Fahey, “Diagnosing cultural barriers to knowledge management,” MIT Sloan Management Review, vol. 41, no. 4, pp. 113–121, 2000. [Google Scholar] [Crossref]

17. H. Lee and B. Choi, “Knowledge management enablers, processes, and organizational performance: An integrative view and empirical examination,” MIS Quarterly, vol. 27, no. 3, pp. 425–478, 2003. [Google Scholar] [Crossref]

18. B. Choi and H. Lee, “An empirical investigation of KM styles and their effect on corporate performance,” Information & Management, vol. 40, no. 5, pp. 403–417, 2003. [Google Scholar] [Crossref]

19. T. Jennex and L. Olfman, “A model of knowledge management success,” International Journal of Knowledge Management, vol. 2, no. 3, pp. 51–68, 2006. [Google Scholar] [Crossref]

20. N. Bontis, “Intellectual capital: An exploratory study that develops measures and models,” Management Decision, vol. 36, no. 2, pp. 63–76, 1998. [Google Scholar] [Crossref]

21. L. S. Cyert and J. G. March, A Behavioral Theory of the Firm. Englewood Cliffs, NJ: Prentice-Hall, 1963. [Google Scholar] [Crossref]

22. I. Nonaka, R. Toyama, and N. Konno, “SECI, Ba and leadership: A unified model of dynamic knowledge creation,” Long Range Planning, vol. 33, no. 1, pp. 5–34, 2000. [Google Scholar] [Crossref]

23. R. Bose and V. Sugumaran, “Application of knowledge management technology in customer relationship management,” Decision Support Systems, vol. 32, no. 1, pp. 247–257, 2001/2003. [Google Scholar] [Crossref]

24. G. Probst, S. Raub, and K. Romhardt, Managing Knowledge: Building Blocks for Success. Chichester, UK: Wiley, 2000. [Google Scholar] [Crossref]

25. A. Wiig, “Knowledge management: An evolving concept,” in The Strategic Management of Intellectual Capital and Organizational Knowledge, N. Bontis and C. W. Choo, Eds. New York, NY: Oxford Univ. Press, 2002, pp. 3–20. [Google Scholar] [Crossref]

26. C. E. Helfat and M. A. Peteraf, “The dynamic resource-based view: Capability lifecycles,” Strategic Management Journal, vol. 24, no. 10, pp. 997–1010, 2003. [Google Scholar] [Crossref]

27. J. P. Kotter, Leading Change. Boston, MA: Harvard Business School Press, 1996. [Google Scholar] [Crossref]

28. G. von Krogh, K. Ichijo, and I. Nonaka, Enabling Knowledge Creation. Oxford, UK: Oxford Univ. Press, 2000. [Google Scholar] [Crossref]

29. K. M. Eisenhardt and J. A. Martin, “Dynamic capabilities: What are they?,” Strategic Management Journal, vol. 21, no. 10–11, pp. 1105–1121, 2000. [Google Scholar] [Crossref]

30. M. Earl, “Knowledge management strategies: Toward a taxonomy,” Journal of Management Information Systems, vol. 18, no. 1, pp. 215–233, 2001. [Google Scholar] [Crossref]

• The Indirect Effect of Liquidity and Activity on Company Value with Profitability as an Intervening Variable
• Effect of Financial Skills, Knowledge, and Attitude on The Financial Behaviour of Clergy
• A Decade of Review: Trends in Budget Execution and Financial Performance of Development Projects in Tanzania (2014/15-2023/24)
• The Influence of Pre-Project Planning on the Budget Absorption Rate of Public Funded Infrastructure Projects in Kenya a Comparative Case Study of Narok, Migori, and Kisii County Government Projects
• Assessment of Factors Influencing Digital Transformation in Hotels’ Facility Management in Abuja Metropolis, Nigeria