Subhash Sharma , 'Sharpening and Strengthening Knowledge Competence of Corporates: Knowledge Management in Enterprise Context', Decision, Vol.2, Nos.1-4, January-December 1999, pp.147-162: This paper seeks to provide some conceptual frameworks to understand the process involved in knowledge creation and development. It also seeks to provide the application of these ideas to enterprise level for enhancing enterprise competitiveness. Paper suggests a knowledge generation matrix and the framework of 'wisdom equation' as a basis for new knowledge generation.

Subhash Sharma, ‘India As a Matrix Society: Complexities of Managing in a New Age’, in 'Human Resource Development: A Value Based Approach', edited by B.R.Madan, et.al., Pointer Publishers, Jaipur, 1999, pp.95-100: This paper presents the idea of Indian society as a matrix society, wherein the issues of rural urban development need to be viewed keeping in view the matrix nature of Indian context. Paper suggests a paradigm shift from dialectical analysis to matrix analysis of developmental issues. The matrix nature of Indian society makes the management more difficult.

Subhash Sharma, 'Training and Education for Transformation: Experience of The Reach Out Model', in 'Training for Transformation: Strategies for the New Millennium', edited by Y.K.Bhushan, et.al., Himanshu Publications, New Delhi, Janaury 2000, pp.150-156: The concept of reach-out model developed at Indian Institute of Plantation Management, Bangalore, is an indigenous innovation in institution building. On-site education is the key idea in reach-out model. Indeed the reach-out model has been widely practised in the Indian social context e.g. the 'wandering out' by 'wandering monks' of India such as Shankara, Baba Budan, Swami Vivekananda and Mahatma Gandhi. However in institutional context, particularly in management education, this concept has not been extensively applied. The reach-out model offers several advantages. The key aspects of the reach-out model are on-site education, ground praxis, action based research, reducing theory-practice gap, enhanced interaction between the industry and the academia and lower investment in infrastructure. In essence, the reach-out model can be metaphorically captured through the idea of 'guru going to the shishya' which is a reversal of the traditional concept of 'shishya going to the guru'.

Subhash Sharma , 'Wisdom Matrix in Corporate Management: Generating the LIFO Response', The Social Engineer, Vol.9, No.1, January 2000, pp.88-94: Wisdom matrix can also be used in training situations to sensitize people about the LIFO process. As a sensitivity tool, it can be used in a group discussion to create group awareness about the nature of social relationships. Further, it also helps in improving the self-confidence and self worth of individuals, involved in a liberation struggle. Author has tested the idea of wisdom matrix in class-room situations by asking groups of MBA students to identify various oppressor-oppressed relationships within the framework of wisdom matrix and provide solutions for the LIFO process. It has been the experience that discussions enhance the sensitivity of the students to the gender issues in the society and organizations. Thus, wisdom matrix turns out to be an analytical and sensitizing tool for initiating social change through appropriate liberation response. Therein lies its practical significance.

Sharma, Subhash 'Knowledge Creation, Knowledge Building and Creative Motive: Towards A Typology of Academic Contributions', in 'Advantage South Asia: Opportunities and Challenges for Management Development', edited by Dharni P Sinha, et.al., AMDISA, Hyderabad, March 2000, pp.29-39: Knowledge creation and knowledge building is fundamental to the academic enterprise. It is essentially driven by creative motive. Hence, an understanding of the knowledge generation process is essential to evaluation of academic contributions. In this paper a typology of academic contributions through the framework of ‘hierarchy of writings’ is presented. This framework provides us a better understanding of the categorization of academic contributions and also provides us a basis for understanding the process of intellectual property creation.

Sharma, Subhash, 'Total Resources Management (TRM): A Holistic Approach to Strategic Gearing', Sankalpa, Vol.8, No.1, January-June 2000, pp.81-94: Total Resources Management (TRM) focuses on all the resource that managers have to manage. Its essence lies in integrating the other ideals which claim to be "total" in their approach. Application of 'TRM' approach with its tools and new age management techniques would ensure survival and growth of an enterprise or industry in the wake of global competition. It can also help policy-makers and key decision makers in focusing their attention to critical action areas and integrate them with other approaches like 'forward engineering' to meet the new challenges.

Sharma, Subhash, 'Knowledge Management in Enterprises: Knowledge Generation Windows and the TASK Model', in Proceedings of 'Management Paradigms in the E-Millennium' AIMS Twelfth Convention, at Bangalore, August 27-29, 2000 : With the advent of the new economy, a new paradigm of management is emerging. While the concept of Total Quality Management (TQM) belonged to the brick and mortar economy the idea of Total Knowledge Management (TKM) belongs to the new economy'. A transition from TQM to TKM has already occurred. The focus of new age management thinking is on knowledge, knowledge leadership and knowledge workers. Indeed, a new typology of workers is emerging wherein workers are categorized as knowledge workers, acknowledged workers and unacknowledged workers. Total Knowledge Leadership (TKL) implies converting the unacknowledged workers into the knowledge workers and thereby gaining competitive advantage. This paper focuses on the idea of knowledge generation windows that can provide us a peep into the knowledge generation processes.

Sharma, Subhash, 'Total Knowledge Management (TKM): Enhancing Competitiveness Through Knowledge Management Systems', Journal of Scientific & Industrial Research, Vol.59, August-September 2000, pp.673-682: When we talk of 'Total Knowledge Management', we are looking at the management of knowledge at the self, society and enterprise level. It may be indicated that in the Western idiom, total knowledge has a restricted meaning in terms of only two components viz, codified knowledge and tacit knowledge. Total knowledge is a combination of the 'explicit' and the 'tacit'. Accordingly the idea of 'Total Knowledge Management' deals with managing the 'Total Knowledge' comprising the explicit and tacit knowledge. In the knowledge economy the competitive advantage of enterprises depends upon its Total Knowledge Management Systems and linking it up with strategic architecture. We provide some conceptual frameworks to understand the processes involved in knowledge creation and development. Application of these ideas at the enterprise level to enhance enterprise competitiveness is then explored. Implications for the academic in its role in knowledge creation and development have also been discussed.

Sharma, Subhash, 'Development Matrix for Good Governance', Southern Economist, Vol.39, No.10, September 2000, pp.9-12: In this paper, author discusses three inter-related ideas for good governance. Accordingly, the paper is divided into three parts. In part-I author presents the idea of development matrix. In part-II he presents the concept of NBUs i.e. Nation's Business Units. The idea of NBUs is derived from the concept of SBUs (Strategic Business Units) widely used in business. In part-III he presents the concept of character-competence of the corporation as a basis for good governance. Further, he extends this concept to the various cells of the development matrix and to the nation's business units to ensure overall good governance.

Sharma, Subhash, 'Enterprise Performance Improvement Systems (EPIS): Value Chain Matrix and Forward Engineering Tools for Performance Improvement', Sankalpa, Vol.8, No.2, July-December 2000, pp.34-54: This paper suggests the idea of Value Chain Matrix (VCM) by drawing upon Porter's Value Chain concept. An integration of the concept of VCM with the management control system concepts and 'forward engineering' tools is also suggested leading to an Enterprise Performance Improvement (EPI) framework. Accordingly, this paper is divided in three parts in addition to introduction and conclusion. In part-I, we elaborate the concept of value chain matrix. In part-II, we provide 'forward engineering' tools for designing Enterprise Performance Improvement Systems (EPIS). In part-III we present an Enterprise Performance Improvement (EPI) framework in the form of EPIS model, that managers can use for quantum increases in performance of their enterprises, business units, responsibility areas and responsibility centres.

Sharma, Subhash 'New Horizons in Management Thinking: Towards Net Age Management Ideas', Management Perception, Vol.2, No.2, July-December 2000, pp.28-32: During recent years management thought has been undergoing a radical change. A number of factors have led to expansion of new horizons in management thinking. The arrival of the 'new economy', indigenous responses to the forces of globalization, the shift from the male centric theories to the holistic concepts and several other changes have forced management thinkers to conceptualize new experiences in new metaphors and new language. Indeed the modern management ideas have given way to the post-modern 'new age management' ideas. Further, with the arrival of another new era in the form of net and the jet age, the days of net - jet management ideas have also arrived. In this paper we suggest some 'net age management' ideas that point to the new horizons in management thinking.

Sharma, Subhash, 'Forward Engineering for Strategic Gearing: A Conceptual Framework', Indian Journal of Public Administration, Vol.XLVI, No.4, October - December 2000, pp.667-674: T his paper presents a conceptual framework of ‘forward engineering’ for strategic gearing of organizations. This framework is rooted in the R + C i.e. Rationality + Creativity, paradigm for gearing organizations for competitive challenges. By ‘forward engineering’ author implies creative, proactive and responsive actions in the context of continuously changing competitive environment. The conceptual framework presented in this paper, is based on some new analytical tools that managers and administrators would find useful in gearing up for global competition in the context of liberalization and globalisation. Author also presents illustrations of analytical tools of forward - engineering from Indian Tea industry.

Sharma, Subhash, 'HRD Matrix for Nation's Competitive Advantage', Key Note in Conference Proceedings of the National Symposium on Agenda for HRD Professionals in New Millennium, organized by Pt. Jawaharlal Nehru Institute of Business Management, Faculty of Management Studies, Ujjain, February 16-17, 2001: A nation's competitive advantage depends upon the quality of its human resources. It is also linked to the full spectrum of human and business activities of the nation. A nation's business units (NBUs) constitute the founding blocks for the competitive advantage of a nation. HRD matrix suggested in this paper takes into consideration the development needs of a nation rooted in a full spectrum approach to development. Accordingly this paper is divided in three parts. In part-I, the idea of development matrix as a basis for the HRD matrix for the nation is presented. In part-II, the concept of development wheel and the NBUs i.e. Nation's Business Units is discussed. The idea of NBUs is derived from the concept of SBUs (Strategic Business Units) widely used in business. In part-III, a holistic model for nation's competitive advantage through the concept of 'viswa' model and place the HRD agenda within its context is provided.

Sharma, Subhash, 'From Mind Colonization to Mind Liberation and Beyond: Unleashing Creativity and Creative Potential, Southern Economist, Vol.40, No.1, May 2001, pp.37-39: We have entered a new era viz. era of knowledge economy. Only a liberated mind is capable of providing fresh thinking, as it is not bound by the paradigms of others. Opportunity to liberate the Indian mind from the mind colonizing influences is knocking at our doors. In this paper, an analytical framework to understand the processes involved in overcoming the mind colonization, are provided. The processes could be in three phases viz., Mind colonization, Mind liberation and Mind extension. Author suggests that If we make use of the opportunity we can once again become net contributors to knowledge creation and regain the knowledge leadership that India once provided through its immense 'scientific creativity' and 'cultural creativity'.

Sharma, Subhash, 'Technological Explosions and Knowledge Management: Towards A New Competitive Advantage of Nations', Udyog Pragati, Vol.25, No.3, July-September 2001, pp.1-4: 'Knowledge Management' has emerged as a distinct theme in the corporate world of today. Earlier the competitive advantage was achieved through the cost route and the quality route. With the arrival of the knowledge era, K-factor i.e. knowledge factor has emerged as the critical factor for gaining competitive advantage at the market place. Knowledge factor also becomes an important determinant of the competitive advantage of nations. This paper explores the nature of changes that have occurred recently in facilitating a transition towards knowledge society. The change has been metaphorically captured as a movement from 'steam engines' to 'search engines'. It is argued that in knowledge economy, the competitive advantage is a function of four factors viz. knowledge, speed, quality and cost. Author also suggests that in knowledge economy, due recognition should be given to the knowledge sector in the national economy and in calculation of the GNP shares. The knowledge sector should not be clubbed with services sector. Author further suggests that in knowledge economy, "Return On Ideas" should become a new basis to evaluate the impact of innovations and "creative constructions". Accordingly, the concept of "Return On Ideas" should become the part of decision making process at the highest levels.

Sharma, Subhash, 'Managerial Approach to Sectoral Analysis: Managing in a Global Mandi', Sankalpa, Vol.IX, No.2, July-December, 2001, pp.12-23: 'Global Village' has turned into a 'global mandi'. In this 'mandi', corporates are the new 'traders'. The days of small time traders are being replaced by the days of the corporates with a 'global outlook' and 'global mind'. The metaphor of 'mandi' is critical to understanding the nature of dynamics at the market place. Economy of the global village is divided into various sectors. The traditional categorization has been in terms of agriculture, industry and services. In sectoral analysis, the focus is further sharpened in terms of the specific sub sectors such as paddy, tea, coffee, wheat, etc., as far as agriculture sector is concerned. Information technology, heavy engineering, pharmaceuticals, biotechnology, etc., as far as industry is concerned. Hospitals, universities, hotels tourism, etc., as far as services are concerned. Econometric tools and techniques have been widely used for sectoral studies. While such sectoral studies provide many interesting insights for practising managers, a managerial approach to sectoral analysis is required. In this paper, a managerial perspective of sectoral analysis is taken into consideration and some analytical tools are provided for this purpose.

Sharma, Subhash, 'Indian Ethics and the Spirit of Development: The VEDA Model of Leadership and Management', Management Perception, Vol.1, No.3, July-December 2001, pp.28-33: Indian Ethics also referred to as Indian ethos is at the heart of the Indian model of development. It is in sharp contrast to the Western model of 'Protestant Ethics and Spirit of Capitalism', that is rooted in extreme individualism and has resulted in emergence of mal-developed societies. Hence, the need for a correction. While Western ethos are rooted in individualism or the primacy of self-interest, Eastern ethos favour the primacy of collective interest and altruism. What is required is a balance between the two. For translating the idea of 'Indian Ethics and the Spirit of development' in practical context, a supporting model is required. This model of leadership and management is identified as Vision, Enlightenment, Devotion and Action model.