Constructivist Management of Knowledge,Communication and Enterprise Innovation: Lessons from Indian Experience

Prime movers of enterprise innovation are inside the organisation. The enterprise NIIT, studied in this paper, tells us how elicitation and recognition of knowledge and its contents set an enterprise on the move. Recognised knowledge is actionable. Each act of recognition is an addition to knowledge content, and such additions took place in NIIT through acts of communications and self-searching. These contents form a large collage that cannot be strewn into a single novelistic episode. Perspectives and context, motives and suggestions render to each member of the enterprise different disjoint appearances of knowledge. There are thus many knowledge systems and multiple narrations, each with small episode-like finality. Enterprise innovation is achieved not through any grand episodic integration of all knowledge contents, but by constructively eliciting further new contents of knowledge, and encouraging acts of communications and discourses on this new knowledge. Constructive management of knowledge and communication towards enterprise innovation has thus been defined. Through such constructive management, NIIT enabled itself innovationally and empowered its members in eliciting knowledge and acting communicatively. A critical feature of knowledge work is that it requires multidisciplinary expertise and mutual learning in order to achieve a complex synthesis of highly specialised state-of-the-art technologies and knowledge domains. A convivial work culture and a culture of communicative acts enable sharing of the non-informatised yet recognised contents of knowledge.