IOSR-JBM   Volume-16 ~ Issue-7 ~ July-2014

Abstract: This study examined the suitability of the motivation techniques used in the construction industry and their underlying theories. These techniques and theories were adapted from psychology and management literature/practice. Though this adaptation was necessary, yet, it queries the basic principle of motivation, which stipulates that motivation depends on the environment, the man and the job characteristics. These all differ in the construction industry when compared with manufacturing and purely management settings.

[1]. Adams, J.S. (1965) "Inequity in social Exchange in Advances in experimental social Psychology: L.N. Brewick (Ed.). 2, Academic Press, pp.267-300.
[2]. Aina, O.O. (2000) The Effect of Incentive Schemes on Construction Productivity in Nigeria. M.Sc. Thesis, Obafemi Awolowo University, Ile-Ife, Nigeria.
[3]. Berelson, B. and Steiner G.H. (1964) Human Behaviour: An Inventory of Scientific findings. New York. Harcourt Brace Javanorvich.
[4]. Borcherding, J.D. and Laufer, A. (1981) Financial Incentive to raise Productivity: Journal of Construction Division, American. Society of civil Engineers (ASCE) 107, 99 745-756.

Abstract: As a method of supporting idea generation in automobile product development, the authors have constructed the Automobile Color Matching Model (ACMM), which is a model for matching automobile exterior and interior colors while taking into account consumer preferences. The actual approach for the research was to first determine the parts relevant to automobile color matching by using an eye camera and an electroencephalograph to observe the responses of women in their twenties, who were the subjects of the research. Next, a customer preference survey was conducted and the research subjects' preferences were analyzed by using cluster analysis to categorize the research subjects according to their preferences and using principal component analysis to identify sensory words that describe requirements for automobiles. Then, color surveys were conducted for each preference group, and the obtained data was analyzed using quantification method type III to identify key colors. Analytic hierarchy process (AHP) was then used to conduct automobile color matching. The effectiveness of the resulting Automobile Color Matching Model (ACMM) has been verified and the required results have been attained.

[1] Amasaka K. Constructing a Customer Science Application System "CS-CIANS"- Development of a Global Strategic Vehicle "Lexus" Utilizing New JIT –. WSEAS Transactions on Business and Economics;2005, Vol.2, pp.135-142.

[2] Takimoto H, Ando T, Yamaji M, Amasaka K. The Proposal and Validity of the Customer Science Dual System-The Key to Corporate Management Innovation. China-USA Business Review;2010, Vol.9, No.3, pp.29-38.

[3] Amasaka K, Nagaya A, Shibata W. Studies on Design SQC with the Application of Science SQC -Improving of Business Process Method for Automotive Profile Design-. Japanese Journal of Sensory Evaluation;1990, Vol.3, No.1, pp.21-29.

[4] Takemura, K. Consumer Decision Process - The Japanese Journal of Psychonomic Science ; 2009 Vol. 28, No. 1, pp. 147-155.

[5] Amasaka K. New Japan Production Model, An Advanced Production Management Principle. The International Business & Economics Research Journa;2007, Vol.6, No. 7, pp.67-79.

[6] Kawasumi M, Tanaka E. Online survey for color design of automotive rear combination lamp. Special Issue 41th Annual Meeting; 2010,pp118-119.

Abstract:The concept of ―human capital‖ has recently received attention from many researchers. They hypothesise that it represents the human factor in the organisation, the combined intelligence, skills and expertise that gives the organisation its distinctive character. Human capital management is an integrated effort to manage and develop human capabilities to achieve significantly high level of performance. Human Capital Management Practices (HCMP), are set of practices that are focused on organisational needs to provide specific competencies.

[1]. Andrews, M. C., Kacmar, K. M., & Harris, K. J. (2009). Got political skill? The impact of justice on the importance of political skill for job performance. Journal of Applied Psychology , 94, 1427-1437.
[2]. Baker, W. E., & Sinkula, J. M. (1999). The Synergistic Effect of Market Orientation and Learning Orientation on Organizational Performance. Journal of the Academy of Marketing Science , 411-412.
[3]. Balck, S. E., & L, M. L. (1996). Human Capital Investment and Productivity. The American Economic Review , 86, 263-267.
[4]. Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management , 17, 99-120.
[5]. Bassi, L., & McMurrer, D. (2007, March). Maximizing Your Return on People. Harvard Business Review , 1-10.
[6]. Blundel, R., Dearden, L., Meghir, C., & Sianesi, B. (1999). Human Capital Investment: The Returns from Education and Training to the Individual, the Firm and the Economy. Institute for fiscal studies , 1-23.
[7]. Bontis, N. (2001). Assessing knowledge assets:A Review of the Models Used to Measure Intellectual Capital. International Journal of Management Reviews , 3 (1), 41-60.

Abstract: This study seeks to examine the relationship between rewards and employee performance as well as to identify the relationship between extrinsic and intrinsic rewards. The study explored factors determining extrinsic and intrinsic rewards and their impact on employee performance and actions to influence the banks for a consideration of a more systematic and structured approach to acknowledge employees efforts which would in turn prosper high performance culture in banks.

Keywords: Rewards, Intrinsic rewards, Extrinsic rewards, Bank Employees performance.

[1]. Bratton and Gold, Human Resource Management Theory and Practice, 4th edition chapter 10, Palgrave Macmillan, 2007
[2]. Hope and Fraser, Beyond Budgeting, Harvard Business School Press, 2003
[3]. Val, M & Fuentes, CM 2003, "Resistance to change: a literature review and empirical study‟, Management Decision, vol. 41, no. 2, pp. 148-155.
[4]. Velde, M Jansen, P & Anderson, N 2004, Guide To Management Research Methods, Blackwell Publishing, Carlton.
[5]. Volkswagen, Volkswagen Coaching GmbH 2003, Stand und Trend des Project managements in Deutschland, Books on Demand GmbH, Norderstedt.

Abstract: This study examined the effect of accounting ethics on the quality of financial reporting: A Survey of Some Selected oil exploration and producing companies in Nigeria. Return on Investment (ROI), Earning per Share (EPS), and Dividend per Share (DPS) were used to proxy for firm financial reporting variables. The researcher identified some key accounting ethics variables which help in carrying out the research and these are; integrity, independence, objectivity, competence and accountability. Three hypotheses were formulated to guide the study. Twenty of the sampled oil exploration and producing companies were administered with one hundred and thirty-three (133) copies of the questionnaire, and data for the study and analysis were drawn from the one hundred and eighteen (118) copies of the administered questionnaire returned by the respondents of the selected twenty (20) companies for the study. The data gathered were ranked on a five point likert's scale and analyzed using the multiple regressions via the E-view statistical package version 3.1. Based on the findings, the results revealed that there is positive relationship between the accounting ethics and the quality of financial reporting with respect to return on investment (ROI), earning per share (EPS), and dividend per share (DPS).

Keywords: Accounting Ethics, Oil Exploration and Producing Companies, Quality of Financial Reporting

[1]. J. Beverly, J.C. Barry, L. Philomena, and D. Steven, Professional Accounting Bodies‟ Perception of Ethical Issues, Causes of Ethical Failure and Ethics Education,Managerial Auditing Journal, 22(9), 2007.
[2]. International Federation of Accountants Education Committee. International education standards for professional accountants, available at http://www.ifac.org,2003.
[3]. Ofurum, C.O. and Ogbonna G.N. Accounting Information System: a functional approach (Owerri Bon. Publication 2008).
[4]. R. Hayes, A. Schilder,R. Dassen, and P. Wallage, Principles of auditing: an international perspective( McGraw-Hill Publishing Company, Berkshire, 1999).
[5]. O. Aguolu, Ethics and Integrity in the Accounting Profession: The Nigerian Accountant, Vol. 39(4), 2006, 31-34.

Abstract: The speed at which change is taking place in the worldtoday is certainly overwhelming and breathe taking. In thefast changing world of today, no individual is free fromstress and no profession is stress free. Everyoneexperiences stress, whether it is within the family, business, organization, study, work, or any other social oreconomic activity. Stress has become the core concern in the life of everyone, but still everybody desires stress-free life. Stress is asubject which is hard to avoid.The specific stress experienced by people, often depends on the nature and demands of the setting in which people live. Thus, teachers, engineers, doctors, managersand people in other professions experience different types of stresses to different degrees.The professional role is extremely demanding because they serve to the society. Stress among teachers has become a topic of professional interest but studies relating to teacher'sstress have not been carried out on large scale. Teacher stress can be defined as the experience by ateacher of unpleasant negative emotions such as anger, frustration, anxiety, depression and nervousness, resulting from some aspect of their work (Kyriacou 2001). The study on work stressors among college teachers was conducted on arandom sample of 200 (100 each of male and female) degree college teachers of Kerala State. Questionnaire was used for data collection. Frequency, percentages and chi-square were used for analysis. From the analysis it is clear that majority of the teachers experience stress in their work.

Key Words: College Teachers, Stress, Stressors.

[1]. Madhu, K., Ananda, T. V. and Rao, A.N., 1990, Role stress: differential influences of some antecedent factors. Psy. Stu.,35(1):28-35.
[2]. Tharakan, P., 1992, Occupational stress and job satisfaction among working women. J.Indian Aca. App. Psy., 18(1&2): 37-40.
[3]. Ryhal, P.C. and Singh, K., 1996, A study of correlates of job stress among university faculty.Indian Psy. Rev., 46(1-2): 20-26.
[4]. Orpen, C., 1996, Cognitive failure as a moderator of the effect of work stress on personal strain: An empirical study. Psy. Stu.,41(1&2): 50-52.
[5]. Ansari, M. R. and Singh, R.P., 1997, A study on nature and extent of stress in teachers and impact of moderators on stress. J. Extn. Edn.,8(2): 1623-1625.
[6]. Upadhyay, B.K. and Singh, B., 1999, Experience of stress: Differences between college teachers and executives. Psy. Stu.,44(3): 65-68.

Abstract: Turmeric known as "Indian Saffron‟ is originated from Southeast Asia. Turmeric is used as an important ingredient in Indian foods and the root of turmeric plant is used to prepare yellow spice. The botanical name of turmeric is Curcuma Longa and belongs to Zingiberaceae family. Erode a city in Tamil Nadu, is the world's largest producer and an important spot market of turmeric in Asia. Popular varieties of turmeric are China scented, Thodopuza, Red streaked, Alleppey, etc. Indian Scenario India is the world‟s largest producer and supplier of turmeric. The other major producers are Bangladesh, Pakistan, China, Indonesia, Myanmar, Taiwan and Burma. Global production of turmeric is estimated around 10 lakh tonnes. And India leads the turmeric market and contributes 80 percent to the world production. The major consumers are India, Japan, Srilanka and other African countries.

[1]. Akamine H, Hossain MA, Ishimine Y, et al. Effects of application of N, P and K alone or in combination on growth, yield and curcumin content of turmeric (Curcuma longa L.), Plant Prod Sci, 2007, 10:151-54.
[2]. Bos R, Windono T, Woerdenbag HJ, et al. HPLC-photodiode array detection analysis of curcuminoids in curcuma species indigenous to Indonesia, Phytochem Anal, 2007, 18:118-22.
[3]. http://kandhamal.nic.in/km-flori/flori1.htm
[4]. http://www.thehindu.com/thehindu/seta2003/08/28/stories/2003082800090300.htm
[5]. http://www.ikisan.com/links/ap_turmericSeed%20Varieties.shtml

Abstract: LOC is seen as a spectrum from individuals who have an internal LOC and believe in personal ability and efforts as major determinants of outcomes to individual who have an external LOC believe in luck, fate higher powers and task difficulty as major determinants or outcomes. Therefore individuals with an internal LOC expect their actions to affects what happens to them and others while individuals with an external LOC believe that they have little influence on events. It is important to note that people are not born as internals or externals. People develop their Locus of control as they grow through learning experience (Klienke 1991, Licourt 1976). Locus o control is based on perceptions, therefore it is not innate, and can be re-evaluated , modified or changed. As people begin to take charge, or take control of their lives they become aware that they alone can affect the outcome in their lives. Beleif in destiny or fate leads to a lack of responsibility because if one is not in control of their life, then how can they be responsible or what they do or what happens to them.

[1]. Dubios Nicole. (1985). The Dimensionality of Locus of Control Among French Students. Journal of Psychology, Vol. 119 Issue 6, p549.
[2]. Lao Rosina, C., & Bolen Larry. (1984). Attributions and emotions as functions of locus of control, task, and feedback. Journal of social psychology, vol. 122 issue 2, p285.
[3]. Dimitrovsky Lilly, & Schapira-Beck Ester. (1994). Locus of control of Israeli women during the transition to marriage. Journal of Psychology, Vol. 128 Issue 5, p537.
[4]. Abel Bruce, J., Hayslip Jr. Bert.,(1986). Locus of Control and Attitudes Toward Work and Retirement. Journal of Psychology, 120 (5), p479.
[5]. Agrawal Rita, Kaur Jasbir, (1985). Anxiety and Adjustment Levels Among the Visually and Hearing Impaired and Their Relationship to Locus of Control, Cognitive, Social, and Biographical Variables. Journal of Psychology, 119(3), p265.

Abstract: Public sector organizations have best strategies but results of all organizations are not rewarding in accordance to long term objectives. Developing and having strategy alone is not enough. Implementation of a strategy is more important than formulation. Even an effectively developed strategy that reflects the hard choices an organization must make is worthless if it is not implemented. Today many public sector enterprises have failed to implement well thought out strategies. Well formulated strategies only produce superior performance for the firm when they are successfully implemented. Although numerous studies acknowledge that strategies frequently fail not because of inadequate strategy formulation, but because of insufficient implementation. This study sought to review the factors that affect strategy implementation in the Water Sector in Kenya. The study adopted a desk study where secondary data was analyzed to explore the factors that affect the strategy implementation. After reviewing the literature and experts opinion, the studied identified various factor which affects strategy implementation. These were strategy formulation process, relationship among different units/departments and different strategy levels, executors, communication, implementing tactics, consensus, commitment, organization structure, employees and inadequate resources among others. Some of the recommendations that have been recommended which if implemented would ensure successful implementation of strategies are involving the employees during the strategy implementation process, engaging employees through frequent updates, providing adequate resources, aligning of organization structure with the new strategy, proper structures, clear and well developed strategies, motivation, support by top level management, technological infrastructure among others.

Keywords: Strategy implementation; Strategy; Water sector; factor analysis.

[1]. Abdulwahid S., Muhamad K. U, Sehar Z., Arshad M. S. and, Iftekhar K. (2013) why do public Sector organizations fail in Implementation of Strategic Plan In Pakistan, Journal of PublicPolicy and Administration Research, Vol.3, No. I, 2013
[2]. Allio, M.K (2005), "A Short, Practical Guide to Implementing Strategy‟ Journal of Business Strategy, 26, 12-21
[3]. Bantel, K.A (1997), Performance in Adolescent, Technology – Based Firms: Product Strategy Implementation and Synergy‟. The Journal of High Technology Management Research, 8 243-262
[4]. Beaudan, E. (2001), January/February). The failure of strategy. It‟s all in the execution. Ivery business, Journal, 65 (3), 64 - 68
[5]. Chimhanzi, J. (2004). The Impact of marketing/HR interactions on marketing strategy implementation, European journal of Marketing, 38, 73-98

Abstract: The essence of marketing is to understand your customers' needs and develop a plan that surrounds those needs. Marketing is more than advertising and selling your products. Marketing addresses all aspects of growing your customer base, and the more you know, the more successful your marketing and your business will be. A business will succeed because of some creative ideas of marketing than competitors. The first test of any business, small or large, is its uniqueness when compared to its competitors. The most effective way to market a small business is to create a well rounded program that combines sales activities with your marketing tactics. This paper will help readers to understand different tactics of social media adopted by small businesses nowadays.

Key Words: Marketing, Customer, Competition, Uniqueness.

[1]. Alvarez, S., Barney, J., 2010. Entrepreneurship and epistemology: the philosophical underpinnings of the study of entrepreneurial opportunities. Academy of

[2]. Management Annals, 4, 557–583.

[3]. Amabile, T. (1988). Within you, without you: the social psychology of creativity and beyond.

[4]. In: Research in Organizational Behavior B. M. S. L. L. Cummings, Ed. Greenwich,

[5]. CT: ANDI Press, 1988, pp. 123-167.

[6]. Amabile, T. (1995). Attributions of creativity: what are the consequences. Creativity

[7]. Research Journal 8: 4, 423-426

Abstract: Manuscript Type: Review Research Question / Issue: The review focuses on board failure especially in the developing world, and in particular, Zimbabwe. The review asks pertinent questions: Why are boards failing? How are boards populated? What are the characteristics that determine selection to the board? Who selects directors? Research Findings / Insights: The review establishes that there is need for a corporate governance code and awareness of corporate governance practices in Zimbabwe. Directors are usually selected through the influence of the CEO and such directors have weak oversight on the performance of the CEO. Some characteristics that determine director selection are gender, age, educational qualifications, experience and financial expertise. Theoretical / Academic Implications: Directors are stewards who have to be accountable to all stakeholders. Practitioner / Policy Implications: There is need to establish how directors are selected in light of the high rate of company and board failures. That directors are also chosen by the CEO is worrying. The selection process should yield capable, independent and diverse directors who can satisfy the expectations of a wide spectrum of stakeholders.

Key words: Corporate Governance, Board, Directors, Director Selection, Zimbabwe

[1]. Abdullah, S.N. (2004) Board Composition, CEO Duality and Performance among Malaysian Listed Companies. Journal of Corporate Governance, Issue 4, p. 47–61.
[2]. Adams, R.B and Ferreira, D. (2009) Corporate Women Directors International (CWDI) Women board directors of the Fortune Global 200. Journal of Financial Economics 94 291–309.
[3]. Agrawal, A. and Chadha, S. (2005) Corporate governance and accounting scandals. Journal of Law and Economics, Vol. 48 No. 2, pp. 371-406.
[4]. Ayogu, M. (2000) Africa in Comparative Corporate Governance. Hassan Toorawa Trust Occasional Paper #6
[5]. Beasley, M. S. et al. (2009) The Audit Committee Oversight Process. Contemporary Accounting Research, 26(1): 65-122.

Abstract: 1.1 Luxury brands: Luxury is no longer restricted today to only the rich and the selected few but is being used for mass marketing now. The concept of luxury has been changing dramatically across time and culture. Earlier, luxury was connected with things like wines, champagne, designer clothes and sports cars. These days, people have become richer and luxury is a blurred genre that is no longer the preserve of the elite. More and more consumers have increased their financial status as the old values of tradition and nobility have become less important. People are having much more disposable income in comparison to earlier generations, resulting in a tendency towards fulfilling personal needs and aspirations through experience. Therefore, it could be said that luxury is more about experience (Yeoman and McMahon-Beattie, 2010), rather than financial value. This is not to say that luxury is about status, but luxury is more than financial value. Indeed, they run hand in hand. The need for personal gratification and aspirations has led to greater emphasis on having things which make life better and easy. It means that consumers want to improve their life. This is what Danziger (2005) and Israel (2003) mean when they say that luxury is not just restricted to trophies and status symbols but also covers things giving aesthetic experience and indulgence. This is also due to increasing purchasing power of women in society, which is a good sign for luxury markets such as wellbeing, clothes and tourism. We see that the earlier concept of luxury of consumption and elitism stills prevails especially in emerging economies of China. In the recent times, the Global Financial Crisis has led consumers to re-examine their priorities and as a consequence, attitudes and behaviors towards luxury have changed.

[1]. A.T Kearney (2010), ‗Luxury in India: charming the snakes and scaling the ladders', New Delhi.
[2]. A.T. Kearney (2011) ―India Luxury Review 2011‖, October, New Delhi.
[3]. Attitude of young people towards luxury product (2011) at www.ibef.org
[4]. Berry, C. J. (1994), ‗The idea of luxury: a conceptual historical investigation', Cambridge, UK: Cambridge University Press.
[5]. Cornell, A. (2002), ―Cult of Luxury: The New Opiate of the Masses‖, Australian Financial Review, pp. 47
[6]. Danziger, P. N. (2005). Let them eat cake: Marketing luxury to the masses - as well as the classes. Chicago, IL: Dearbourn Trade Publishing.

Abstract: The focus of this research istowardexamining the teenager's preferences and choice behavior; furthermore assess the preferences of the teens towards branded and unbranded products and their awareness regarding branded/Unbrandedproducts. Information was collected from 320 different school students in Pakistan related to the mature group 13-19 years old. The main purpose of the research was concentrated in the preferred vs. non preferred products. Analysis of databe conducted by using statistical analysis software SPSS. Results showed that a female teenager is more socially influenced, fashion, leisure and puzzled over-choice as compared to male. Young males were found considerably more probable to rely on media, uncompromising worker & brand conscious and spontaneous customer. The Implications of this research must include parents as well as children; brand marketing should not only for parents, but also the children.

Key words: Teenagers, children preferences, choice behavior, awareness

[1]. Ross, J. Harradine, R. (2004), I am not wearing that! Branding and youth children", Journal of Fashion Marketing and Management, Vol. 8 No. 1, pp. 11-26.
[2]. Ross, J. Harradine, R. (2007), Branding: a generation gap?" Journal of Fashion Marketing and Management, Vol. 11 No. 2, pp. 189-200.
[3]. Kotler, P. Wong, V. Saunders, J. & Armstrong, G., 2005. Principles of Marketing. Harlow: Pearson.
[4]. Leonhardt, David, &Kerwin, Kathleen. (1997, June30). Is Madison Avenue taking "get'em while they're young "too far? Business Week, pp.62-67.
[5]. Zinn, Laura. (1994, April 11). Teens: Here comes the biggest wave yet. Business Week, pp. 76-86.
[6]. Edgecliffe-johnson, Andrew. (1999, August 26). Girl power, spending power. Financial Times, p.1
[7]. dechernatony , L. and McDonald, M. (2003), Creating powerful brand in consumer, service and industrial markets, Elsevier Butterworth-Heinemann, oxford.

Abstract: Accrual accounting is a basis of accounting where revenue is recorded when earned and expenditures recorded when its benefits are consumed. This basis of accounting is practiced in the private sector but introduction of the New Public Management (NPM) initiative has made it part of financial management improvement programme in the public sector (Shaw, 1999). New Public Management (NPM) is the application of private sector management approaches and techniques to public sector management. In recent years, some governments all over the world embraced the NPM and engaged in various reforms including financial management reforms which are gradually and steadily shifting them from traditional cash basis accounting practice to accrual accounting basis (Iyika, 2011). These financial reforms were triggered off by the desire to eliminate waste, inefficiency, poor service delivery, overspending, lack of accountability, transparency and improve quality of service delivery in the public service. The New Public Management (NPM) initiative was founded in the UK in 1979 and by the year 1991, it become a major reform strategy which was adopted by many countries all around the world and practiced by most member states of the Organization for Economic Co-operation and Development (OECD) (Shaw, 1999). The aim of the New Public Management initiative is to measure efficiency, and to facilitate competition with the private sector (Wynne, 20I1). The initiative is supported by the issuance of IPSAS accrual accounting standards by the IPSASB.

[1]. ACCA, (2011),‖ Accrual Accounting ‖, www.accaglobal.
[2]. Adams, R.A (2004), Public Sector Accounting and finances, Lagos; Corporation Published.
[3]. Adriana and Alexandra (2006), ―Cash Versus Accrual Accounting in Public Sector‖, Social Science Research Network, http://papers/ssrm/com
[4]. Ball L. & Plugrath G. (2012), Government Accounting Making Enron Look Good, World Economics Vol.13, No 1. January – March
[5]. Barrett, P. (2004), ―Financial Management in the Public Sector- How Accrual Accounting and Budgeting Enhances Governance and Accountability (CPA Forum)‖; Australia, Australia Audit Office

Abstract: In an era characterized by changing customer requirements, decreasing product life cycles and complex systems and processes, knowledge centric activities are becoming the primary source of sustainable competitive advantage in manufacturing and service organizations. In this regard knowledge is considered as the most important organizational resource. (Penrose 1959)[1].It is this knowledge which has the capability to generate new knowledge, which can be disseminated to the relevant points of actions and embodied into the systems, processes, products and services. One of the important reasons that organizations have focused on Knowledge Management is because it employs a holistic approach through the acquisition, creation, organizing, sharing and applying of knowledge. The implementation of knowledge management in an organization according to (Shankar and Gupta, 2005) [2] involves the integration of knowledge from the domains of strategy, structure, processes, and technology, thus, making it difficult for the organizations to do so. The literature review suggests that knowledge is essential for organization's profit(Yang &Chen,2007) [3] as it reduces the operating cost, increases the returns to scale and adds value to the organization (Ofek and Sarvary, 2001) [4]but Nonaka (2007) [5] feels that organizations of the 21st century are far from creating adequate knowledge-based competence necessary for gaining competitive advantage. The difficulty for many organizations stems from the fact that there is a lack of a coherent framework to guide the implementation of Knowledge Management process in organizations' especially as we move away from simple tasks to organization-wide complex problems. In order to understand the circulation of knowledge a simple list of elements and processes is inadequate. There is a need for a holistic framework where all are integrated into a dynamic coherent whole. Thus this paper focuses on identifying a relevant framework for the process of capturing the knowledge flow in Banks and identifying whether different categories of banks score the same or different in terms of the process components of the knowledge management identifying the reasons and thereby suggesting the remedial measures.

Keywords: Framework, Organizational Knowledge, Tacit Knowledge and Explicit Knowledge, Knowledge Management Process.

[1]. E.T. Penrose, The theory of the growth of the firm,(New York, Oxford University Press,1959) .
[2]. R Shankar, A Gupta, Towards Framework for Knowledge Management, Knowledge and Process Management, 129(4), 2005, 259–277.
[3]. C. Yang, L.C. Chen, Can organizational knowledge capabilities affect knowledge sharing behavior?, Journal of Information Science 33,2007, 95-109
[4]. E. Ofek, M. Sarvary, Leveraging the customer base: creating competitive advantage through knowledge management, Management Science, 47( 11), 2001,1441-1456.
[5]. I. Nonaka, The Knowledge-creating company, Harvard Business Review, 85(7-8), 2007 ,162-171.