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Purpose In a progressively more knowledge‐dependent economy, businesses need to learn to harness the knowledge that resides within their organizations. However, organizations often find it challenging to manage this most important asset that people possess. Researchers have asserted that it is mostly organizational factors that pose a challenge to the management of knowledge. The purpose of this paper is to examine the role of knowledge infrastructure capability in knowledge management (KM) practices within an organization. Design/methodology/approach This paper employs a single case study strategy to explore the objective. A medium‐sized, global Indian IT solutions company, headquartered in Bengaluru, India (MindTree Ltd) was chosen, as this company is admired globally for its KM initiatives and also featured in the Globally Most Admired Knowledge Enterprises (MAKE) list in 2010. Research methods included in‐depth, semi‐structured interviews with key informants, as well as non‐obtrusive participant observation. Findings The study's findings show the relevance of knowledge infrastructure capability in KM excellence. The case highlights the role of a knowledge‐sharing culture throughout management systems and routines. The findings also suggest that organizational structure plays a facilitating and steering role in developing the culture of knowledge. Research limitations/implications The issues identified are explored in a single case‐study setting. Future research could look at the relevance of the findings to other similar settings and in multi‐site settings, to bring about a wider theoretical generalization. Practical implications This study will help managers to understand the role of knowledge infrastructure capabilities in KM success and will help them to devise further studies to realize the full potential of KM initiatives. Originality/value This paper adds empirical insight from the Indian ITES industry on existing literature concerning KM.
Pandey et al. (Fri,) studied this question.