CONCLUSION
A KM initiative is a major concern for biopharmaceutical companies worldwide. The major objective of this article is to present
the conceptual implementation of a KM framework for the biopharmaceutical industry. The framework, when implemented, will
enable effective storage and handling of knowledge developed within the organization. This will also lead to more efficient
process implementation within an organization as the knowledge thus achieved can be applied synergically throughout the organization
when needed. This could go a long way in dealing with the various challenges being faced by biopharmaceutical companies.
Tarun Jain* is an assistant systems engineer and Bipul Pandey is an assistant systems engineer at Tata Consultancy Services, New Delhi, India. *To whom correspondence should be addressed,
jain.tarun@tcs.com
.
PEER REVIEWED
Article submitted: Oct. 25, 2011.
Article accepted: Dec. 5, 2011.
REFERENCES
1. J. Liebowitz and T. Beckman, Knowledge organizations: What every Manager Should Know, (St. Luice Press, Boca Raton, FL, 1998).
2. T. Davenport and L. Prusak, Working Knowledge: How Do Organizations Manage What They Know?, (Harvard Business School Press, Boston, MA, 1998).
3. C.H. Tsai, C.L. Chang, and L. Chen, International Journal of the Computer, the Internet and Management
14 (3), 60–78 (2006).
4. Y. Malhotra, Information Strategy: The Executive's Journal, 16 (4), 5–16 (2000).
5. M. Lytras, A. Pouloudi, and A. Poulymenakou, J. Knowledge Management,
6 (1), 40–51 (2002).
|
