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«Published Annually Vol. 6, No. 1 ISBN 978-0-979-7593-3-8 CONFERENCE PROCEEDINGS Sawyer School of Business, Suffolk University, Boston, Massachusetts ...»

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150 1 1.5 218 1 1.5 242 1 1.5 269 1 1.5 Conference papers © Knowledge Globalization Institute, Pune, India, 2012 172 1 1.5 220 1 1.5 243 1 1.5 270 1 1.5 200 1 1.5 221 2 3.0 245 2 3.0 274 1 1.5 202 2 3.0 222 1 1.5 248 1 1.5 275 2 3.0 206 1 1.5 224 1 1.5 250 1 1.5 276 1 1.5 207 2 3.0 227 1 1.5 252 1 1.5 278 2 3.0 208 1 1.5 231 1 1.5 253 1 1.5 282 3 4.5 210 1 1.5 232 1 1.5 255 1 1.5 283 1 1.5 212 2 3.0 233 3 4.5 259 2 3.0 288 1 1.5 213 1 1.5 234 1 1.5 264 1 1.5 290 1 1.5

–  –  –

216 1 1.5 241 2 3.0 267 1 1.5 Now with respect to the above statistics, the two groups of responses that is high (= or 220) and low(220) are taken and group statistics

were applied and Levene’s test for equality of variances applied as follows in table 10 & 11:

–  –  –

From the above statistics it is clear that only leadership role is showing significant difference among the groups which means in nonmanagerial level if the employees are having a strong leadership towards KM initiatives then those will be significantly different from others in improving and managing their knowledge.

KM Process Table 12(a) – KM Process – Mean & Std Deviation

–  –  –

The researcher in order to analyze the level of KM practice that has been adopted in SMEs at non-managerial level, the researcher has calculated actual mean because the frequency of responses below and above arithmetic mean are not satisfactory to understand the level of practices.

–  –  –

78 1 1.5 121 1 1.5 141 1 1.5 157 1 1.5 83 1 1.5 123 4 6.1 142 3 4.5 159 2 3.0 89 1 1.5 125 3 4.5 143 2 3.0 164 1 1.5 99 1 1.5 127 3 4.5 144 3 4.5 167 1 1.5 105 1 1.5 129 1 1.5 145 4 6.1 168 2 3.0 107 1 1.5 131 3 4.5 152 3 4.5 171 1 1.5

–  –  –

110 1 1.5 134 1 1.5 154 3 4.5 114 2 3.0 137 1 1.5 155 3 4.5 Conference papers © Knowledge Globalization Institute, Pune, India, 2012 The Minimum mean = 73 and & Maximum mean response = 171. Hence actual mean is 171-73=98 and 98/2=49. Hence actual mean = 171or 73+49=122 which has been taken as 122 for KM process responses. Now with respect to the above statistics, when we apply t test

for the two groups of responses that is high (= or 122) and low(122), group statistics are as follows given in table 14 & 15:

–  –  –

Conference papers © Knowledge Globalization Institute, Pune, India, 2012 From the above statistics it is clear that only effective knowledge sharing in non-managerial level show significant difference from others in improving and managing their knowledge.


KM is being practiced at Small & Medium Enterprises but still exist in nascent stage.

1. The KM Practice dimensions at managerial level shows that if the top priority is given to Knowledge Management initiatives and if there is a clear and strong commitment to KM initiatives by the executives then those will be significantly different from others.

2. The KM Infrastructure dimensions at non-managerial level shows that leadership role is showing significant difference among the groups hence if the employees are having a strong leadership towards KM initiatives then those will be significantly different from others in improving and managing their knowledge and the KM process dimensions at non-managerial level shows that facilitation of knowledge sharing among the employees will be significantly different among others.

Conclusion :

Knowledge management is the systematic, explicit, creation, capturing, sharing, renewal and application of knowledge to maximize an enterprise's effectiveness and attain returns from its knowledge assets. Applying the collective knowledge and abilities of the entire work force is to achieve specific organizational objectives. This research study attempts to highlight the significant role of knowledge management practices in SMEs of auto component manufacturing. These findings appear that SMEs have not received much attention in the research literature of Knowledge management in auto sector. They do practice knowledge management both in managerial and non-managerial level but in an unstructured and informal way because at managerial level, a KM initiative when considered as a prime parameter then it shows significant difference. Role of leadership and knowledge sharing activities are more influenced in KM Practice at non-managerial level. The findings of this study will be useful to SMEs that are keen in adopting KM in their daily operations. The influence of KM dimensions, KM strategy on the KM process, and its responsiveness on knowledge entities could further drive for future research.

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