Disclosure to Promote the Right To Information

Whereas the Parliament of India has set out to provide a practical regime of right to information for citizens to secure access to information under the control of public authorities, in order to promote transparency and accountability in the working of every public authority, and whereas the attached publication of the Bureau of Indian Standards is of particular interest to the public, particularly disadvantaged communities and those engaged in the pursuit of education and knowledge, the attached public safety standard is made available to promote the timely dissemination of this information in an accurate manner to the public.

इंटरनेट मानक

“!ान $ एक न' भारत का +नम-ण”Satyanarayan Gangaram Pitroda

“Invent a New India Using Knowledge”

“प0रा1 को छोड न' 5 तरफ”Jawaharlal Nehru

“Step Out From the Old to the New”

“जान1 का अ+धकार, जी1 का अ+धकार”Mazdoor Kisan Shakti Sangathan

“The Right to Information, The Right to Live”

“!ान एक ऐसा खजाना > जो कभी च0राया नहB जा सकता है”Bhartṛhari—Nītiśatakam

“Knowledge is such a treasure which cannot be stolen”

“Invent a New India Using Knowledge”

है”ह”ह

IS 15915 (2012): Knowledge Management – Glossary of terms[MSD 4: Management and Productivity]

IS 15915 : 2012

© BIS 2012

April 2012 Price Group 4

B U R E A U O F I N D I A N S T A N D A R D SMANAK BHAVAN, 9 BAHADUR SHAH ZAFAR MARG

NEW DELHI 110002

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Indian StandardKNOWLEDGE MANAGEMENT —

GLOSSARY OF TERMS

ICS 01.040.03; 03.100.99

Management and Productivity Sectional Committee, MSD 4

FOREWORD

This Indian Standard was adopted by the Bureau of Indian Standards, after the draft finalized by theManagement and Productivity Sectional Committee had been approved by the Management and SystemsDivision Council.

Knowledge is increasingly becoming a valuable asset which is fundamentally different from the physicalassets. Knowledge is dynamic, interactive and can be accumulated over the period. However, due to itsabstract and subjective nature, it is difficult to evaluate, store and retrieve effectively and efficiently. Someknowledge being tacit, though is passed on traditionally by the people from one generation to another but ifnot documented, might be lost in oblivion in the present changing socio-economic scenario.

Knowledge is commonly understood as capacity for effective action, which includes information useful foreffective action. Knowledge management is enabling and enhancing capabilities to perform such processes,including sourcing and deployment of the right knowledge assets, in order to achieve the desired results.Knowledge assets include embodied knowledge in people; embedded knowledge in technology, systems andprocesses; embedded knowledge in work relationships, teams and networks; and actionable information andinsights. The ultimate aim of knowledge management is to create value.

Knowledge management comprises a range of practices used by organizations to identify, create, represent,and distribute knowledge. As effectively managing information is a must for any business, it is essential thatknowledge and information are intertwined. Knowledge management programmes are typically tied toorganizational objectives and are intended to achieve specific outcomes, these can include, improvedperformance; competitive advantage; innovation; lessons learned transfer (for example between projects);and the general development of collaborate practices.

The measure of good knowledge management is effectiveness and efficiency of action or achievement ofvaluable end results. Productivity, quality of output, rate of innovation, and revenues are measures ofknowledge management. However, in order to achieve these objectives, it is important to have effectivenetworking for efficient knowledge sharing.

The term knowledge sharing includes all knowledge processes that enable two or more organizations toaccess, transfer, integrate or develop knowledge together. Inter-organizational knowledge sharing is conduciveto network based innovation. However, the effectiveness of knowledge sharing may be hindered by lack ofmotivation to share, free-riding behaviour, obstacles to efficient knowledge sharing, and difficulties in crossingboundaries between network parties.

Managing knowledge is a multi-stage process. Knowledge management programmes attempt to manage theprocess of creation (or identification), accumulation and application of knowledge across an organization. Assuch knowledge management is frequently linked to the idea of the learning organization although neitherpractice encompasses the other. Knowledge management may be distinguished from organizational learningby a greater focus on specific knowledge assets and the development and cultivation of the channels throughwhich knowledge flows.

Knowledge management is a new subject which is still developing. The word knowledge and related termshave different connotation for different people working in various spheres. Therefore, to arrive at a commonunderstanding for some of the terms widely used in this field, it was decided to formulate this standard at thefirst instance. Considering the vast and diverse nature of the subject of knowledge management, was decidedto limit the scope of the present standard to those terms having strong relation to knowledge management asapplied in corporate and institutional setups. These terms are still evolving and are dynamic and they are notexhaustive.

The composition of the Committee responsible for the formulation of this standard is given in Annex A.

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Indian StandardKNOWLEDGE MANAGEMENT —

GLOSSARY OF TERMS

1 SCOPE

This standard gives definitions of terms relating toknowledge management.

2 TERMS AND DEFINITIONS

2.1 Action — Operations for the accomplishmentsof some mental, social or physical activity as decision-making, communication or work.

2.2 After Action Review — Structured discussionafter the commencement or completion of a task orproject, to analyze what happened, why it happenedand whether there could be a better way of doing it,without judging them as success or failure.

2.3 Appropriation — Signifies a person’s ability toassert ownership rights over some asset, usuallywith the intent to extract economic rent (for examplemonetary payment) from it.

NOTE — In a broader sense, it refers to an authorizationfor individuals and organizations to consciously take bothconceptual and operational control of an idea, a tool, atechnology, etc.

2.4 Articulable Knowledge — A type of knowledgethat can be described and transferred through variousmeans like words, formulae, pictures, diagrams,computer programmes, audios, videos, etc.

2.5 Articulation — Method of describing andtransferring knowledge through various means likewords, formulae, pictures, diagrams, computerprogrammes, audios, videos, etc.

2.6 Artificial Intelligence — Human like decisionmaking ability by an artificial entity on the basis ofpre-defined set of rules and available informationbase.

2.7 Backcasting — A method of analyzingalternative futures through working backward froma desired future end-point or set of goals to thepresent to determine the physical feasibility of thatparticular future and the policy measures required toreach that end point.

NOTE — Backcasting uses a particular future as the startingpoint , in contrast to forecasting in which exist inginformation is the starting point.

2.8 Balanced Score Card — An integratedframework for describing strategy through the useof linked performance measures in four balancedperspectives — financial, customer, internal process,

and employee learning and growth. It can act as oneof the methods of measuring the impact of knowledgemanagement on an organization’s performance.

2.9 Benchmarking — Practice of identifying thebest performance and processes in a given area andusing the same as a standard for comparison.

2.10 Brainstorming — A group decision-makingtechnique designed to spontaneously generatealternatives ideas, regardless of the content, to beconsidered in making decisions about specific issuesin a non-judgmental environment.

2.11 Business Process Re-engineering — Thefundamental rethinking and radical redesign ofbusiness processes to achieve dramaticimprovements in critical, contemporary measures oforganization’s performance.

2.12 Calculated Intangible Value — Computationof monetary value of intangible assets using ameasure of the organization’s ability to outperforman average competitor having similar tangible assetsas the organization’s value of intangible assets.

2.13 Capacity Building — A process of improvingthe knowledge capital of an organization.

NOTE — This could be done through value addedinstruction, training, networking, etc.

2.14 Change Agent — A change agent, or agent ofchange, is someone who intentionally or indirectlycauses or accelerates social, cultural, or behoviouralchange.

2.15 Change Management — It is a structuredapproach to change in individuals, teams,organizations and societies that enables thetransition from a current state to a desired futurestate.

NOTE — Change management is aimed at minimizingunintended effects connected with changes.

2.16 Chief Information Officer (CIO) — A seniorposition with strategic responsibility for informationmanagement and information technology.

2.17 Chief Knowledge Officer (CKO) — A seniorposition with strategic responsibility for knowledgemanagement.

2.18 Collaborative Tools — It refers to tools suchas groupware that enable both structured and freeflow collaboration of knowledge and best practices.

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2.19 Collective Thinking — A process in whichpeople can influence each other’s cognitive activitiesin such a way that these activities becomecoordinated and could be said to serve a joint goal,function or purpose.

2.20 Community of Interest — A sociologicalgrouping of individuals that have an identifiable setof common social, political, economic, or ethnicinterests for exchange of information in pursuit oftheir shared goals.

2.21 Compatibility — The ability of differentsystems to co-exist consistently without any conflict.

2.22 Competency Assessment — Competencyassessment involves the measurement of anindividual’s competencies.

2.23 Competency Development — It is the processof acquiring the requisite knowledge and skills tobecome productive and develop core competency.

NOTE — Competency domains could be pro-social skills,moral reasoning skil ls , academic skil ls , workforcedevelopment skills, and independent living skills.

2.24 Competency Mapping — It is a process ofidentifying key competencies for a particular positionin an organization, and then using it for job-evaluation, recruitment, training and development,performance management, succession planning, etc.

NOTE — It is the process of identif ication of thecompetencies required to perform successfully a given jobor role or a set of tasks at a given point of t ime. Itconsists of breaking a given role or job into its constituenttasks or activit ies and identifying the competencies(technical, managerial, behavioral, conceptual knowledge,an attitudes, skills, etc) needed to perform the samesuccessfully.

2.25 Competency Profiling — It is a process thataims to identify the skills, knowledge, abilities,attitudes and judgment capability required foreffectiveness in a specific job role within a specificorganization.

2.26 Competency Trap — A situation in which anorganization becomes considerably competent insome field, only to eventually find itself unable todevelop one or more alternative competencies whenrequired by either the management or anenvironmental shift.

2.27 Competitive Advantage — It refers to anorganization’s ability to deliver the same benefits ascompetitors but at a lower cost or deliver benefitsthat exceed those offered by competitors at samecost.

2.28 Competitive Potential — The extent to which afirm has the capability to attain competitiveadvantage.

2.29 Competitive Timing — A decision regardingtiming, namely whether to attempt to lead or followin the innovation process.

2.30 Complementary Innovations — Innovationsthat facilitate and support with other innovations tocreate new inventions. It is relevant where the impactof one invention will depend upon another inventionwhich may not yet exist.

NOTE — In contrast to cumulative innovations, they donot occur sequentially and thus there is no time orderbetween them.

2.31 Computational Modelling — Imitating orrepresenting certain key characteristics orbehaviours of a selected physical, social or abstractsystem, with the help of a computer programme, inorder to study and predict its behaviour in differentconditions and with varying parameters of thesystem.

2.32 Community of Practice — A group of peoplewho share similar level of interest in a particularskill(s).

2.33 Community of Interest — A group of peoplewith similar interests.

2.34 Content Management — The process ofacquiring, collecting, authoring/editing, tracking,accessing, and often delivering both structured andunstructured digital information.

NOTE — Content management is about making sure thatcontent is relevant, up-to-date, accurate, easily accessibleand well organized.

2.35 Content Mapping — Identifying and organizinga high-level description of the meaning contained ina collection of electronically available document

2.36 Context — The background, environment orcircumstances that surround a situation or event. Italso refers to the part of a text or statement thatsurrounds a particular word or passage anddetermines its meaning.

NOTE — The same piece of data in one context couldconvey entirely different information in another context.

2.37 Core Capabilities — An individual ororganization’s set of differentiated skills,fundamental knowledge, ability or expertise in aspecific subject area, which have been built overtime, cannot be easily imitated and offer sustainablecompetitive advantage.

2.38 Core Competency — Fundamental knowledge,ability, or expertise in a specific subject area or skillsets that provides an economic advantage.

2.39 Core Rigidities — Those core capabilities thatserved the corporation well in the past, but are now,

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inappropriate sets of knowledge for an evolvedenvironment.

2.40 Corporate Amnesia — Organization’s loss ofknowledge and skills residing with individual afterhis departure from the organization which has notbeen captured by the replacement.

2.41 Creative Destruction — The dynamic processinherent in a free market economy in which existingproducts including services, production techniques,professions, companies and even entire industriesbecome obsolete and die out as a result oftechnological advances.

NOTE — Technological advances could include thedevelopment of new or improved products, more efficientproduction techniques and better distribution methods.

2.42 Customer Capital — The value of anorganisation’s relationships with its customersincluding the uninfluenced loyalty of its customersto the company or a product, based on reputation,customers’ needs, preferences, purchasing patterns,financial stability, size of customer base, or thecustomer’s purchasing power.

2.43 Customer Relationship Management — Abroad term that covers concepts and methodologiesused by companies to manage their relationships withcustomers, including the capture, storage andanalysis of each of its customer’s identity, spendingpatterns and interests.

2.44 Data Mining — The process of extracting usefulinformation or knowledge from large data stores orsets.

NOTE — For example, analysis of data can reveal trendsand patterns and can be used to improve importantbusiness processes.

2.45 Data Warehouse — A repository of informationcollected from multiple sources, and stored under aunified schema at a single site.

2.46 Database Query — The use of interactivetechniques for a user to extract desired subsets andsummaries of data from a database.

2.47 Declarative Knowledge — The class ofknowledge that is expressed as facts or assertions.

NOTE — This term is often used in contrast withprocedural knowledge. It stresses on what, rather thanhow.

2.48 Development — Creative work undertaken ona systematic basis in order to increase the stock ofknowledge, including knowledge of man, culture,society, and the use of this stock of knowledge todevise new applications, to produce new material orsystem or processes to meet specific requirements.

2.49 Diagnosis — The process to determine orrecognize the exact character or nature of a problem,by making an examination.

2.50 Discussion Board — A general term for anyonline bulletin board where you can leave and expectto see responses to messages you have left. Itenables multiple, simultaneous or asynchronoustextual conversations between geographicallydistributed participants.

2.51 Discussion Thread — A conversational topicwhich is unique, segmented, and labelled andassociated with discussion boards, network newsgroups, and e-mail lists.

2.52 Document Repository — A computer basedapplication for storing and retrieving documents inan organized way. It is generally equipped with asearch engine that uses key word matching andsimilar techniques, to locate and retrieve documentsof potential interest to users.

2.53 Double-Loop Learning — Solving problems,in addition to using knowledge and experience, byalso questioning and transforming the fundamentalvalues, norms and assumptions of the underlyingtheory as well as the strategy and actions.

NOTE — This is in contrast to single loop learning, as itgoes a step further and questions existing assumptions inorder to create new insights.

2.54 Effectiveness — The degree or extent to whichan activity or initiative is successful in achieving aspecified goal.

2.55 Efficiency — The degree to which outputs areachieved in terms of input and resources allocated.

2.56 Electronic Collaboration — It is a process inwhich people working together on an intellectual,academic, or practical endeavour contribute andinteract via internet, emails, groupware, publicnetworks, etc.

2.57 Ephemeral Competitive Advantage — It refersto non-sustainable competitive advantage that istemporary.

2.58 Ephemeral Knowledge — It refers to knowledgethat can be created and acquired but not retained orpreserved over time.

2.59 Expert System — It is a computer programmethat simulates the judgment and behaviour of a humanthat has expert knowledge in a particular field, onthe basis of a knowledge base containingaccumulated experience and a set of rules forapplying the knowledge base to each particularsituation that is described to the programme.

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2.60 Expert System Shell — It is a software suitethat constructs a knowledge base and interacts withthis knowledge base through use of an inferenceengine.

NOTE — The developer adds domain knowledge.

2.61 Expertise Directory Socialisation — A processby which tacit knowledge is shared. This is done bybringing people together to discuss things, shareexperiences or work together.

NOTE — It is also referred to as Skills directory.

2.62 Explicit Knowledge — It refers to knowledgethat has been or can be articulated or codified andstored.

NOTE — It includes manuals, documents, databases,books, etc.

2.63 External Structure — It refers to all the assetsthat depend on relationships outside an organization,such as image, relationships with customers, vendors,and also competitors and other associations.

NOTE — In accounting term it refers to assets such ascopyrights, acquired goodwill, patents, brands, etc.

2.64 Externalization — The process of making tacitknowledge explicit.

NOTE — For example, art iculating thought throughlanguage or diagrams. One commonly used form is ofdeveloping case studies on the knowledge gained.

2.65 Extranet — It refers to an internet based accessmethod that links an organization with other specificorganizations or people. Extranets are only accessibleto those specified organizations or people andare password protected.

2.66 Firewall — Combination of software andhardware which prevents unauthorized access tosystem software and data.

2.67 Gedankan Experiment — A test of a hypothesisthat can be performed only in the mind.

NOTE — It is a German word meaning thoughtexperiment. A thought experiment is the use of ahypothetical scenario of the way things are. Thoughtexperiments different from physical experiments in themethodology that does not involve any observation orempirical data collection.

2.68 Human Capital — The stock of knowledge andskill, embodied in an individual as a result ofeducation, training and experience such thateconomic benefits can be derived from it.

2.69 Indigenous Knowledge Systems — Traditionalpractices that are familiar to the individuals or socialsystem.

2.70 Individual Competence — It refers to the

capacity of an individual to act in a wide variety ofsituations based on the relationships developedthrough education, skills, experience, energy and hisattitude.

2.71 Informatics — Science of information andinformation technology comprising creation,recognition, representation, collection, organization,transformation, communication, evaluation andcontrol of information in various contexts.

2.72 Information Audit — Systematic data gatheringtool to help organizations discover informationneeds, gaps, and processes.

2.73 Information Communication Technology(ICT) — Technology that combines computing withhigh-speed communications links carrying data,sound and video.

NOTE — It is an umbrella term which combines all devicesand applications relating to communication encompassingradio, television, computer networks, satellites and soon; as well as the technology providing the variousservices and applications associates with i t l ikevideoconferencing and distance learning. It explicitlyincludes the field of electronic communication.

2.74 Information Management — The branch ofmanagement that deals with the management of anorganization’s information resources in order toimprove the performance of the organization.

2.75 Innovation — The creation, development andimplementation of a new product, process or serviceis called innovation.

NOTE — It is different from invention as an invention isthe first occurrence of an idea for a new product orprocess, while innovation is the first attempt to carry itout into practice

2.76 Innovation Process — The process ofinnovation, starting from the array of sources andleading to the benefits of innovation while takinginto consideration the constraints.

2.77 Innovation Management — It refers to the setof systematic processes that organizations use todevelop new and improved products, services andbusiness processes. It involves harnessing thecreative ideas of an organization’s employees bycreating the right culture for innovation, solicitingand encouraging employees’ submission of ideas,and developing new products and solutions.

NOTE — Innovation management is the intermediatestage between the knowledge management and theintellectual property management stages, where theresources are processed into marketable products.

2.78 Intellectual Capital — It refers to theknowledge that is of value to an organization — madeup of human capital, structural capital, and customercapital.

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NOTE — The commercial value of trade-marks, licenses,brand names, formulations, and patents is calledintellectual capital.

2.79 Intellectual Assets Management — It refers tothe management of intellectual assets in order toimprove performance. Intellectual assets managementtends to focus on issues relating to intellectualproperty such as organizing and exploiting patents,copyrights, trade-marks and other intellectualproperty rights.

2.80 Internal Structure — It refers to patents,concepts, models, information systems andadministrative systems, and is generally owned bythe organization. It includes everything that isinternal to the organization.

2.81 Intranet — Computer network within anorganization, which uses world wide web conventionsand accessible only to an authorized set of users.

2.82 Invisible Equity — The difference between themarket value and book value.

2.83 Know-How — The combination of a person ororganizations’ skills, knowledge or ability to act andachieve desired results.

2.84 Knowledge Audit — The knowledge audit (K-Audit) is a systematic and scientific examination andevaluation of the explicit and tacit knowledgeresources through analysis of knowledge needs,resources, flows, gaps, users and uses.

NOTE — A knowledge audit will generally include aspectsof an information audit but is broader than the latter.

2.85 Knowledge Base — An organized collection offacts, experience and insights available for use thatcan be retrieved in a knowledge managementprocess.

2.86 Knowledge Based Engineering — The techniqueused in product design to capture rules andknowledge, so that they can then be re-used.

2.87 Knowledge Broker — An entity whichfacilitates the creation, sharing and use of knowledgein or amonst the organizations.

NOTE — Knowledge broker also implies companies orindividuals that operate commercially as knowledge traderswho provide knowledge-related services.

2.88 Knowledge Clump — Knowledge that iscollected at some isolated coordinates (that is in anindividual or organization at a particular point inspace or time).

2.89 Knowledge Economy — An economy in whichknowledge plays a predominant part in the creationof wealth is called a knowledge economy.

2.90 Knowledge Industry — It refers to all thoseindustries whose wealth creation is brought out pre-dominantly by knowledge related activities andknowledge assets.

2.91 Knowledge Inventory — It is a kind of stocktaking to identify and locate knowledge resourcesaround the organization.

2.92 Knowledge Management (KM) — A systematicprocess of finding, selecting, organizing, distillingand presenting information which involves thedesign, review and implementation of both social andtechnological processes to improve the applicationof knowledge.

2.93 Knowledge Management Solution — Use ofknowledge management techniques to solve anorganizational problem.

NOTE — However, i t does not refer to a piece ofknowledge management technology or software.

2.94 Knowledge Management Strategy — A detailedapproach outlining how an organization intends toimplement knowledge management principles andpractices in order to achieve organizational visionand mission.

2.95 Knowledge Mapping — A process of identifyingand categorizing an organization’s knowledgeresources through survey, audit and synthesis withthe aim to track the acquisition and loss ofinformation and knowledge.

NOTE — This mapping enables an organization to:

a) Evaluate its existing knowledge;

b) Find knowledge stewards;

c) Identify barriers, inter related dependencies andgaps; and

d) Identify knowledge-sharing opportunities.

2.96 Knowledge Organization — An organizationin which people use system or process to generate,transform, manage, use and transfer knowledge basedproducts or services to achieve organizational goals.

NOTE — A knowledge organization also l inks past ,present, and future by capturing and preserving knowledgein the past, sharing and mobilizing knowledge today, andlearning and adapting to sustain itself in the future.Knowledge organizations can be viewed from a number ofperspectives: their general nature, networks, behavior,human dimensions, communications, intell igence,functions, and services.

2.97 Knowledge-Centric Re-engineering (KCR) —The method of application of business process re-engineering and change enablement methodologiesto support the enterprise wide Knowledgemanagement, thereby effecting major cultural and

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process change that are fundamental to themanagement of the enterprise’s competitive position.

2.98 Knowledge Value Analysis — It is a measureof the return on investment (ROI) made in knowledgemanagement process /system in order to understandhow to increase the ROI.

2.99 Knowledge Worker — A person primarilyengaged in knowledge-based work and not merelyentailing output of physical products.

2.100 Learning — A process of acquisition ofknowledge, competence and skills.

2.101 Learning Curves — The learning curve refersto a relationship between the duration of learning orexperience and the resulting progress.

NOTE — Learning curve is an empirical technique thatcombines theory with practice to measure knowledge flows.

2.102 Leverage — The process or the means ofrealizing beyond what is currently being realized.

NOTE — The inherent value of an asset can be realizedby this process.

2.103 Local Knowledge — The knowledge ofproximal conditions, which is local to individual,society and region generally due to the matured long-standing traditions and practices of certain regional,indigenous, or local communities.

2.104 Market-to-Book Ratio — This is the ratio ofthe current market price of the share to the bookvalue per share.

2.105 Mentoring — It is a relationship, relativelyinformal, though complex and multidimensional,between the mentor, a wise and trusted guide andadvisor, and the person(s) guided by him or her.

2.106 Metadata — The data about the data in thedatabase.

NOTE — A method of valuing knowledge intensivecompanies. Equal to (price per share × total number ofshares outstanding) divided by book equity, which is theequity portion of a company’s balance sheet.

2.107 National Innovation System — The range ofinstitutions which contribute to innovation and thelinkage is among them. Flows and relationshipsamong industry, government, and academia in thedevelopment of innovations.

2.108 Neural Network — A form of artificialintelligence in which a computer simulates the wayhuman brain processes information.

2.109 Open Source Development — It refers to thepractice of making available for free, the source codeof a software programme for anyone to work on, ormodify, or learn from, or use in other projects.

NOTE — Linux is a result of open source development.

2.110 Organizational Memory — It is a knowledgeand understanding of processes, products orservices, along with traditions and values that anorganization’s people carry with them.

2.111 Paradigm — A model or pattern representinga set of values or concepts in an accepted way ofdoing things within an organization or community.

2.112 Peer Assist — Events which bring togetherindividuals to share their experiences, insights andknowledge on an identified challenge or problem.

2.113 Portal — A single point interactive websiteoffering a wide variety of resources, services andlinks in a unified way.

2.114 Records Management — A process whichinvolves processes relating to the generation, receipt,processing, storage, retrieval, distribution, usage andretirement of an organization’s records.

2.115 Return on Investment — It is an estimate ofthe financial benefit (the return) on money spent (theinvestment).

2.116 Single-Loop Learning (or AdaptiveLearning) — Learning mechanism involving use ofknowledge to solve specific problems based onexisting assumptions, and often based on what hasworked in the past.

2.117 Skill — Proficiency, facility, or dexterity thatis acquired or developed through training orexperience.

2.118 Structural Capital — The knowledgeembedded in organizational structures and processesthat can be patented, copyrighted, or shielded bytrade-secret laws and strategy and culture, structuresand systems, organizational routines and procedures— assets that are often far more extensive andvaluable than the codified ones.

2.119 Tacit Knowledge — Knowledge residing in anindividual acquired, assimilated and developed overa long period of time by experience, and interactionwith people and which cannot be easily codified.

2.120 Taxonomy — A system of categorizinginformation or the study of the general principles ofscientific classification.

2.121 Technological Capability — It is the capabilityof an organization to use technology encompassingthe system of activities, physical systems, skills andknowledge bases, managerial systems of educationand reward, and values that create a distinctadvantage for a organization or line of business.

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2.122 Technological Change — Improvements inthe products, production processes, material andintermediate inputs, and management methodsthrough invention, innovation and/or diffusion.

NOTES1 Invention — the generation of new ideas.2 Innovation — the development of new ideas intomarketable products and processes.3 Diffusion — the new products and processes spread acrossthe potential market.

2.123 Value Proposition — Value added, oropportunity created for favourable return oninvestment, for a stakeholder through the use ofknowledge management processes.

NOTE — Customer intimacy, product-to-marketexcellence, and operational excellence are some examples.

2.124 Work Process — The set of activitiesassociated with a work flow and are mandatory toproduce work.

2.125 Work Flow — A dynamic movement of workenabled by a systematic organization of resources,defined roles and knowledge flows, into a workprocess.

2.126 Web 2.0 — A set of principles and practicesthat hint at an improved form of the World Wide Web,from being an isolated collection of websites to aninterlinked computing platform, which allows dynamicuser participation and collaboration.

NOTE — Wikis, social networking sites, blogs can beseen examples of Web 2.0 services.

ANNEX A(Foreword)

COMMITTEE COMPOSITIONManagement and Productivity Sectional Committee, MSD 4

Organization Representative(s)

Interglobe General Aviation, New Delhi SHRI V. K. JAIN (Chairman)

All India Management Association, New Delhi DR A. SAHAY

All India Manufacturers’ Organization, Mumbai SHRI BABULAL TODI

ASSOCHAM, New Delhi SHRI ROHIT MITTAL

PROF AMAN AGARWAL (Alternate)

Bharat Electronics Ltd, Bangalore SHRI M. MALLARAJ URS

SHRI BALRAJ SETH (Alternate)

Bharat Heavy Electricals Limited (BHEL), New Delhi SHRI K. K. SETH

SHRI J. K. PAJNI (Alternate)

Central Building Research Institute (CSIR), Roorkee SHRI AJAY SINGH

SHRI S. K. GUPTA (Alternate)

Confederation of Indian Industry, Bangalore DR SARITA NAGPAL

SHRI C. V. SUBRAHMANYAM (Alternate)

Defence Research & Development Organization, Ministry of SHRI RAJWANT B. SINGH

Defence, New Delhi DR RAJIO SINGH (Alternate)

DDG of Management Studies, New Delhi SHRI J. R. BALOONI

Glaxo SmithKline Consumer Healthcare Ltd, Gurgaon SHRI PRADEEP CHAUDHRY

SHRI DEEPAK GUNVANTE (Alternate)

Hindustan Lever Ltd, Mumbai SHRI A. K. MATHUR

SHRI RAJIV BANGA (Alternate)

Indian Institute of Materials Management, New Delhi SHRI M. K. BHARDWAJ

Indian Institute of Technology, Kanpur PROF R. R. K. SHARMA

PROF A. P. SINHA (Alternate I)DR P. MEHTA (Alternate II)DR R. N. SENGUPTA (Alternate III)

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Indian Institute of Technology, New Delhi PROF D. K. BANWET

DR RAVI SHANKAR (Alternate)

Indian Statistical Institute, Kolkata PROF S. S. HANDA

MS RINA CHAKRAVORTY (Alternate)

Institute of Secretariat Training & Management, New Delhi SHRI M. S. KASANA

Jaipuria Institute of Management, Lucknow PROF S. CHAKRABORTY

Lal Bahadur Shastri Institute of Management, New Delhi PROF R. K. SACHDEVA

SHRI RAJAT SETHI (Alternate)

Management Development Institute, Gurgaon DR B. A. METRI

Maruti Udyog Limited, Gurgaon SHRI A. K. TOMER

SHRI S. BOSE (Alternate)

National Productivity Council, New Delhi SHRI M. J. PERVEZ

Naval Headquarters, New Delhi REPRESENTATIVE

Ordnance Factory Board, Kolkata SHRI V. GANDHI

SHRI T. K. BANDOPADHYAY (Alternate)

Steel Authority of India Limited (SAIL), New Delhi SHRI V. K. GULHATI

SHRI RAJIV KHANNA (Alternate)

Tata Consultancy Services Ltd, New Delhi DR SANJEEVAN BAJAJ

The Institute of Cost and Works Accountants of India, SHRI J. P. SINGH

New Delhi

Wipro Technologies, Bangalore MS VIDYA SRIDHAR

BIS Directorate General SHRI N. K. PAL, Scientist ‘E’ and Head (MSD)[Representing Director General (Ex-officio)]

Member SecretarySHRIMATI RENU GUPTA

Scientist ‘D’ (MSD), BIS

Organization Representative(s)

Panel on Knowledge Management, MSD 4/P-21

National Productivity Council, New Delhi SHRI G. S. KRISHNAN (Convener)

Bharat Heavy Electricals Limited, New Delhi SHRI ALOK MATHUR

Indian Institute of Technology (IIT) Delhi, New Delhi DR RAVI SHANKAR

International Management Institute (IMI), New Delhi PROF M. K. KHANIJO

Indian Institute of Technology (IIT), Roorkee PROF V. K. NANGIA

Wipro Technologies, Bangalore SHRI VED PRAKASH

Bureau of Indian Standards

BIS is a statutory institution established under the Bureau of Indian Standards Act, 1986 to promote harmoniousdevelopment of the activities of standardization, marking and quality certification of goods and attending toconnected matters in the country.

Copyright

BIS has the copyright of all its publications. No part of these publications may be reproduced in any form withoutthe prior permission in writing of BIS. This does not preclude the free use, in course of implementing the standard,of necessary details, such as symbols and sizes, type or grade designations. Enquiries relating to copyright beaddressed to the Director (Publications), BIS.

Review of Indian Standards

Amendments are issued to standards as the need arises on the basis of comments. Standards are also reviewedperiodically; a standard along with amendments is reaffirmed when such review indicates that no changes areneeded; if the review indicates that changes are needed, it is taken up for revision. Users of Indian Standardsshould ascertain that they are in possession of the latest amendments or edition by referring to the latest issue of‘BIS Catalogue’ and ‘Standards: Monthly Additions’.

This Indian Standard has been developed from Doc No.: MSD 4 (332).

Amendments Issued Since Publication______________________________________________________________________________________

Amendment No. Date of Issue Text Affected______________________________________________________________________________________

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BUREAU OF INDIAN STANDARDSHeadquarters:

Manak Bhavan, 9 Bahadur Shah Zafar Marg, New Delhi 110002Telephones: 2323 0131, 2323 3375, 2323 9402 Website: www.bis.org.in

Regional Offices: Telephones

Central : Manak Bhavan, 9 Bahadur Shah Zafar Marg 2323 7617NEW DELHI 110002 2323 3841

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Published by BIS, New Delhi

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