Society and Business Review

Knowledge process of rural handloom community enterprise: A narrative study of

Sambalpuri Bastralaya in India
Surjit Kumar Kar

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114

Knowledge process of rural

handloom community enterprise
A narrative study of Sambalpuri Bastralaya
in India
Surjit Kumar Kar

Received 25 January 2012

Revised 4 February 2012
Accepted 5 February 2012

School of Management, Indian Institute for Production,

Kansbahal, India
Abstract
Purpose Sambalpuri Bastralaya Handloom Co-operative Society Limited (SBHCSL),
or Bastralaya, is a rural community-based cooperative enterprise in the Western province of state
Odisha in India. Weaver-members are self-employed in a home-based weaving system and use their
tacit traditional knowledge and expertise. Undertaking a case study of this enterprise, the purpose of
this paper is to explain traditional knowledge management process of the community.
Design/methodology/approach A total of 40 respondents from among enterprise employees,
members of weaving and sales branches, members of government/ non-government agencies were
interviewed/ observed. A qualitative research method called narrative enquiry was used to restory
and interpret respondents data and stories gathered from the field study. Analysis of documents was
also a method used.
Findings For management of knowledge processes, Bastralaya focuses on creating members skills
and knowledge, i.e. creation of contextual skills and knowledge, in addition to existing generic tacit
knowledge; building members competence and capturing new knowledge; crystallizing new knowledge
for customer-focused design and organizational learning; and finally, knowledge preservation and
internalization. Community weavers inherit traditional weaving knowledge across generations and
learn informally through interaction, observation, socialization, co-operation and apprenticeships in the
natural settings of the co-operative enterprise system.
Originality/value In the light of knowledge management models, this paper explains the process
of knowledge preservation and dissemination in rural weaving community enterprises and can also be
used to understand rural micro enterprises.
Keywords Handloom, Narrative enquiry, Restory, Community enterprise (CE), Co-operative,
Knowledge management (KM), India, Communities, Business enterprise
Paper type Case study

Society and Business Review

Vol. 7 No. 2, 2012
pp. 114-133
q Emerald Group Publishing Limited
1746-5680
DOI 10.1108/17465681211237592

This paper is submitted to the Emerald journal Society and Business Review, for necessary
review and publication. This work is an excerpt from the doctoral work of the author submitted
to Sambalpur University, India, in the year 2011 under the guidance of Dr Biswajit Satpathy,
Professor and Head of the Department of Business Administration, Sambalpur University, India.
The research primarily uses narrative research methods under qualitative techniques. The author
would like to thank the management of Sambalpuri Bastralaya Handloom Co-operative Society
Ltd for their sincere support and permission. As a guide and path finder of his work, the author
acknowledges the work of Lanthom Jonjoubsong, An integrated knowledge management model
for community enterprises: a case study of a rural community enterprise in Thailand
(Victoria University of Wellington, 2008).

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1. Narrative enquiry: an introduction

Narrative research is an approach for different fields of study like literature, history,
anthropology, sociology, sociolinguistics, and education (Chase, 2005); and is a specific
type of qualitative design in which narrative is understood as a spoken or written text
giving an account of an event/action or series of events/actions, chronologically
connected (Pinnegar and Daynes, 2006; Czarniawska, 2004). Researchers may use
paradigmatic reasons for a narrative study, such as how individuals are enabled and
constrained by social resources; socially situated in interactive performances; and how
narrators develop interpretations (Chase, 2005). Procedurally, it focuses the studies on
one or more individuals, and gathers data from collected stories based on real life
experiences in a chronological order. It methodically represents an informal collection of
topics, capturing the detailed stories or life experiences of a single life or the lives of a
small number of individuals, spending considerable time with them, gathering their
stories referred to as field texts through multiple types of information, recording their
stories in a journal, diary, or field notes (Clandinin and Connelly, 2000). After recording
life experiences of respondents, researcher has to logically restory. Restorying is the
process of reorganizing the stories into some general type of framework, which may
consist of gathering stories, analyzing them for key elements of the story (such as time,
place, plot, and scene), and then rewriting the stories to place them within a
chronological sequence (Ollerenshaw and Creswell, 2000). This paper uses narrative
enquiry to describe stories and themes of respondents from among weaving and sales
branches, village groups, Bastralaya office, and other development agencies. Bastralaya
is driven by traditional knowledge of workers and its informal system generates
knowledge process supported by community culture, social and enterprise capital.
Traditional weaving techniques, exquisite patterns, and unparallel designs are its
material assets. Large weavers skill base; socio-ethnic community capital; and shared
value system are knowledge assets of Bastralaya.
2. Community enterprise Sambalpuri Bastralaya
Sambalpuri Bastralaya Handloom Co-operative Society Limited (SBHCSL) or Sambalpuri
Bastralaya or Bastralaya a traditional knowledge intensive community enterprise (CE)
is one of the largest primary weavers co-operative societies (PWCS) in India. Operation
area spread in four districts of state Odisha, it has members from 90 affiliated weavers
societies; has 5,952 highly skilled weavers; 42 sales outlets; and 5,345 looms in 43 weaving
branches. As a production-cum-sales society, it guarantees livelihood to large number of
weavers from socio-economically backward classes, and women. Handloom industry
provides maximum employment after agriculture in the state. Ikat/Tie & Dye (locally
called Baandha) is a complex weaving art in Sambalpuri handloom (named after the
place of origin Sambalpur). Yarns/threads are dyed in eco-friendly colors for required
pattern before mounting on loom, and when warp and weft threads meet during weaving,
the pattern emerges on cotton/silk fabric prominently.
2.1 Social commitment
Bastralaya improves weavers skills and helps increase their conversion charge earning
potential; undertakes production of extensive range of fabrics for bigger market;
produces quality fabrics with attractive designs at competitive prices; provides regular
employment to large number of weavers and improves their socio-economic condition;

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gives thrust to state co-operative movement; preserves and propagates traditional

handloom art and craft; facilitates better education for children of weavers; provides
sustainable livelihood support to weavers; offers social security to underprivileged
weavers; and creates special identity of Sambalpuri handlooms.
2.2 Management and operations
Bastralaya, in Bargarh handloom cluster has 43 weaving branches, with few having sales
outlets. Under each weaving branch, weaving is done by weaver-members; associated
PWCS; and self-help groups. It has recorded a turn-over of INR 250 million in year
2010-2011. It provides raw-materials to weaver-members; pays scheduled fair conversion
charges; collects finished goods; and markets through own sales outlets and commission
agents. It has its logistics van, and an in-house dyeing unit popularly called Rang Ghar.
Its dyeing capacity for a lot is 50 bundles of grey yarn. Bastralaya produces items like
sarees, dhotis, lungis, napkins, bed-covers, furnishing materials, dress materials, and so
on. It has a damage sales counter in Bastralaya premise. Promotion is done through expos,
fairs, and exhibitions at various places. Weavers elect Directors for the Bastralaya
Managing Board, who in turn elect office bearers like President and Vice-president.
However, Secretary is a paid employee of Bastralaya. Bastralaya officials conduct
monthly meeting with weaving and sales branch managers at head office to review
business status, operational issues, conversion charges and stock, etc. Weaving branch
managers collect conversion charges for weavers from Bastralayas accounts department.
Policy issues of Bastralaya are shared in annual general meeting, where all shareholder
weavers participate. Bastralaya encourages weavers to approach for assistance/guidance,
any time needed. For any new design created by a weaver, committee of production officer
fixes up its conversion charge after costing and allots a design/pattern code to it. Suitable
changes can be asked if felt needed. Design team of Bastralayas production department
draws design on paper and issues to weavers through respective weaving branch
managers. During order fulfillment, if minor defect is noticed, the weaver pays nominal
cash penalty from the conversion charge. During branch quality check, staffs have
discretion to receive items with deviations, subject to final approval of Bastralaya. Branch
Manager, giving a description of the fault can request Bastralaya Managing Director for
acceptance. The standard length of saree is 5.5 m, which is accepted without fine if
deviation is below 12 cm; and with fine if within 12-15 cm. On width of saree, the maximum
tolerance is 0.5 in., i.e. if 46.5 in. width, it is accepted with fine; and rejected if below 46 in.
width. Branch stock reports are furnished during monthly Bastralaya meeting. Stock
replenishments at branches are done by third week of every month. By April every year,
annual branch stock audit is done. Branches maintain registers on handloom cloth, grey
and colored yarn, combs, dyes, conversion charges, cash and reconciliation statements,
etc. Consolidated monthly statements of daily transactions are submitted to Bastralaya.
Private traders lure rural weavers by expensive gifts like cellphones, etc. giving tough
competition to Bastralaya. In response, Bastralaya has started different health and free gift
schemes. Comb (paania), spinning wheel (charkha), loom (mangaa), etc. are given free
through subsidized govt. schemes. Even non-member weavers can avail these.
Dye training programs are organized at Rang Ghar and other nodal centers time to
time, and weavers get incentives like daily allowance, and weaving equipments on
participation. On eligibility criteria fixed by Bastralaya, weaving branch managers
prepare list of nominees for training.

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3. Knowledge process of Bastralaya

Knowledge process model of Nonaka and Takeuchi (1995) is explained on
epistemological and ontological dimensions. The first one explains organizational
knowledge creation as a process of amplification of knowledge created by individuals;
and second one explains interaction between tacit and explicit knowledge. It describes
four knowledge creation processes, e.g. socialization process of tacit knowledge
transfer from one person to other; externalization process by which tacit knowledge is
made explicit among persons in a group; combination transfer of knowledge after it is
explicit; and internalization process of understanding and absorbing explicit
knowledge into a persons tacit knowledge. Five phase model of knowledge creation is
sharing tacit knowledge, creating concepts, justifying concepts, building an archetype,
and cross leveling of knowledge (Nonaka and Takeuchi, 1995). Four major knowledge
management (KM) aspects to determine effectiveness are knowledge sharing,
knowledge accessibility, knowledge assimilation, and knowledge application
(Tannenbaum and Alliger, 2000). Firms plan and implement set of operations such as
identification, mapping, capturing, acquiring, storing, sharing, applying, and creating to
meet knowledge requirements (Rastogi, 2000). Eight components forming inner and
outer cycle in Probst et al. (2002) model is where inner cycle has identification,
acquisition, development, distribution, utilization and preservation as building blocks of
knowledge; and outer cycle has two processes knowledge goals and knowledge
assessment. KM is dynamic cycle with four processes such as create, store, distribute,
and apply (Heisig, 2001). McElroy (2002) asserts the concept of supply-side (practice of
KM to enhance supply of existing knowledge to workers in an enterprise) and
demand-side (to enhance organizations capacity to satisfy demand for new knowledge).
Different authors/researchers have different views on KM process of an organization.
Bastralayas knowledge process synthesis is explained below.
3.1 Creating members skills and knowledge
KM models of Ruggles (1997) with generation, codification, and transfer process;
Holsapple and Joshi (1998) with acquisition, selection, internalization, use process;
Probst et al. (2002) with identification, acquisition, development, distribution, utilization,
preservation process; and Nonaka and Takeuchi (1995) with socialization,
externalization, combination, and internalization process are analyzed. With no explicit
KM system, Bastralayas weaver-members display traditional knowledge process. They
build competence and capture new knowledge by acquiring knowledge through learning
hand weaving basics from parents; by doing; by participating in training and study tours;
by studying documents; by taking guidance from experts in community; and by informal
socialization in community. Creation of members skills and knowledge on generic
and contextual matters depends on formal activities of Bastralaya and other agencies; and
informal community activities. Latest customers inputs on design, techniques and
products guide knowledge creation. Such organizational learning helps tacit knowledge
to become explicit.
3.1.1 Existing tacit knowledge. Coded respondents narratives indicate that
community members have access to basic weaving knowledge of senior family
members/neighbor villagers. Generic knowledge of hand weaving is tacit irrespective of
caste in the community. Senior community members possess knowledge on vegetable

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dyes, which is learnt by others through observation. Learning of chemical dyes and
dyeing process comes through observation.
(a) Hand weaving. New members learn from their seniors at an early age by
weaving simple coarse yarn clothes of domestic use. Weaver brothers Bob Macher and
Jack Macher of Shangpapa village (Pseudonyms used for persons/respondents, places)
stay jointly. They say:
Our forefathers were weavers. We are eight brothers, & five have weaving occupation. Others
do handloom trading, grocery business, and farming. Initially, we train our wards on weaving
simple & small items like handkerchief, borderless saree, etc. Children learn weaving, and
design works while continuing studies (K-Sharing/Training). We seniors do dyeing. We
encourage children continue studies, if we find them good in it. Daughters continue weaving
after their marriage if their in-laws want (K-Utilizing) (K-Knowledge).

Daughters Jessy and Sussy said that they get up early and do ancillary works like
preparing dye, dyeing yarn, preparing warp and weft yarns, etc. Villagers on various
occasions wear simple handloom clothes. Tradition of gifting Sambalpuri handloom
items to relatives is rich in both rural and urban areas. During famous harvest festival
Nuakhai, women mostly wear Sambalpuri sarees. Sambalpuri sarees and shirts of
simple Baandha are preferred during famous Sambalpuri folk dance. Local
deity/goddess Samleshwari is worshiped by all. Senior weaver Browny Macher
states that eyesight plays major role in weaving finer and premium items like Paata
(a high grade fabric of finer yarn) and after a certain age weaver faces problems:
I have been working since childhood. I learnt simple works on my own; & complex ones from
weaver Helly Macher of Jimandi village. As he is a very good artiste, I approached him. My
father was doing small weaving work (K-Creation-Practice/Working). My son also does
weaving. My wife helps in combing of yarn & other ancillary works like ukla-pura, gura-guri,
etc. We are joint family of three brothers. They do small weaving works. I am a Bastralaya
member for more than 25 years. My wife is a member too. After my son takes membership,
we will surrender that of my wife (K-Operations & Management). I cant see finer yarn of
140 no. in evening; & have stopped weaving Paata though its conversion charges is high. My
son has already learnt Paata weaving. It needs thin paania (comb) (K-Transfer-Community
Culture). I weave only sarees. Currently I am working on Srimati design for conversion
charge of INR 1200 as ordered by Bastralaya (K-Business).

Young members join weaving if they cannot make good results in studies. Till then,
parents even do not compel. If weaving is only source of livelihood, they sacrifice
studies. Initially, they help in weft preparation, which needs patience and
concentration. Male members primarily earn livelihood. On demise or poor health of
father, son usually supports family livelihood. Samson Macher a 21 year old weaver
from Hathew village under Bipausli weaving branch states:
I & my elder brother are Bastralaya weavers. I started when I was just 12. I studied up to 7th.
I learnt from my father & elder brother (K-Transfer-Working). We discontinued studies after
our father died; mother & sister help in ancillary work (K-Sharing-Working). I had an order of
two sarees of pattern-7444 & Sarabadi design. I can weave one saree in three days
(K-Utilizing). I have not yet attended any training & am very much interested. My brother has
been nominated for training due to his continuity with Bastralaya & conversion charges he has
earned (K-Capture-Training).

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Attaining sufficient skills and quality consciousness, young members become

Bastralaya shareholders. Females marry in other weaver families. Generic weaving
skill and Baandha is learnt by continuous practice under close supervision. Young
weavers initially make mistakes, and are guided by parents/relatives/neighbors.
Learning of higher weaving patterns begins after it.
(b) Dye and dyeing process. Young community members learn dyes and dyeing
techniques through observation. Old practice of vegetable dyeing is available only with
few senior community weavers. Chemical dyes have replaced vegetable dyes. Dyeing
being ancillary, females are preferred. Young members make declarative knowledge by
observation, as observation during process is viewed as declarative knowledge. It is
utilized for procedural knowledge creation, which is obtained from learning by doing
and practising for long. It is referred to as transfer of knowledge processes. Knowledge
transfer process has different phases; it starts with initiation and ends in implementation
(Argote and Ingram, 2000; Breshman et al., 1999; Szulanski, 1996, 1999). Bastralaya
communication is informal and face-to-face, generating immediate and direct feedback.
Communication theory provides useful perspective on knowledge transfer process
(Albino et al., 1999; Langlois and Garrouste, 1994). For easy knowledge transfer,
knowledge must be codified; however it restricts transfer of senders interpretation of
knowledge which is tacit. Receiving transferred knowledge, young members interpret,
practise, observe, and reflect on their work.
3.1.2 Creation of contextual skills and knowledge. Weaving being primitive
occupation in community, Bastralaya weavers possess basic weaving and dyeing
knowledge prior to joining. However, contextual shaping on required design, pattern
and techniques comes from market orientation; and organized programs of Bastralaya,
development agencies and govt. departments.
(a) Informal orientation. Young members frequent to weaving branch office with or
without seniors for daily transactions, and informally get introduced to Bastralayas
contextual knowledge and work process. Santuan Macher a weaver of Kepausli
village under Bikhrali weaving branch asserts:
My son often comes here. He discontinued studies to help me in weaving
(K-Transfer-Community Culture). I have come here to get my deposits checked for quality
& submit the items as per order. The attender will check the quality before he finally receives.
In case any item doesnt meet desirable quality, I have to refund the yarn back or have to fill
the order afresh (K-Operations & Management).

Contextual skill is informally learnt before induction. Young weavers learn under close
supervision of seniors and branch officials till their work meets Bastralaya standards.
Incumbents learn difference between traditional items for domestic use and products of
higher design and quality. On successful internship, membership is awarded. New
branch official is similarly dealt. Informal orientation and internship helps creating
contextual skills and procedural knowledge, contributing to the process of tacit
knowledge transfer and utilization. Collison and Parcell (2004) focus on Peer Assist as
a KM method. Both trainers and trainees in Bastralaya Community of Practice (CoP)
have similar interest, culture and characteristics, and knowledge creation and
dissemination is affected by social interaction. There should be face-to-face meetings,
after action reviews, mentoring programs, communities of practice, and storytelling
practices for implicit and tacit knowledge transfer (De Long, 2004).

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(b) Development agency support. Skill development programs of assistant director

of textiles (ADT)/joint director of textiles (JDT) offices (under state government) also
support Bastralaya weavers. Bastralaya maintains close relationship and open door
policy for complaints, ideas, and suggestions of weavers. Dyeing and loom training;
study tours to other clusters, etc. help members capture contextual knowledge; transfer
and utilize it. After full development of contextual knowledge, building competence
and capturing of new knowledge is done.
3.2 Competence building and capturing new knowledge
Competence comes through individual and group learning. Community members need
market-centric input on latest customer preference along with traditional skills.
Jack says:
We surrendered Bastralaya membership. After our children learn how to weave better, we
will take membership share of Bastralaya again. We dont want to lose conversion charge on
low quality issues at this stage. Bastralaya gives various facilities to members. Other weavers
too get such facilities now-a-days (K-Operations & Management).

Bastralaya offers unique quality to customers, which new members take more time to
produce. Dyeing process has been standardized by supplying dyed yarns, reducing
lead time. Dyeing units economically produce various shades, and in-house design
team creates innovative designs.
3.2.1 Capturing new knowledge. Bastralaya has undergone massive change in
operation orientation. Earlier Bastralaya had only internal focus to widen knowledge of
members. Rural branch officials and village group members had less savvy on
technology and business management. Market for life style products in Sambalpuri
handloom was beyond comprehension, as community itself never used such. Customers
color choice has radically changed today. Hence there is need for members to
acquire/capture new knowledge to meet new demands. Expert opinion of seniors;
exposure through excursions and study tours; training programs, and document study
build external knowledge of members. New knowledge capture is both internal and
externally focused today.
(a) Excursions and study tours. Bastralaya organizes such tours to help members
gain exposure on systems and practices; patterns, designs, techniques and colors used
by other communities, and build competence to meet new requirements. Production and
marketing staff, and committee members also get exposure on business management
from this. It helps members capture external and declarative knowledge; and verify,
adapt, and practise appropriate procedure. Knowledge creation is extremely difficult
and many firms choose simpler route of acquiring it from other sources and applying to
their specific environment (Bhatt, 2000). Members who are farmers; and women
members do not will to tour. Tour is financially unfriendly to Bastralaya. Tour programs
aim mostly male weavers. Members attending the tour, pass the external knowledge
acquired informally to those who cannot. Informal sharing helps capture external
knowledge through discussion, and critical comparison before its utilization. It develops
enterprise-wide knowledge sharing; communities of practice; adaptation to organization
culture; and conversion of tacit into explicit knowledge.
(b) Training programme. Training programs of Bastralaya, ADT and JDT offices help
weavers capture new knowledge and build competence. Bastralaya trainings on chemical
dye and design were earlier focused on external resource persons. Weavers capture

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knowledge from external sources and learn from experience. Community members follow
common tips such as no use of brass utensils for dyeing, dipping yarn in thick water
residue of boiled rice for extra strength, etc. Procedural along with declarative knowledge
is created during demonstration classes, practical sessions, discussion and symposia
organized by Bastralaya/ADT office.
(c) Apprentice and practice. Community members put joint intellectual effort in
supportive, and value-oriented informal climate for collaborative learning,
knowledge construction and problem solving. Seven characteristics of
knowledge-creating communities are sharing ideas, multiple perspectives,
specialization, cognitive conflict, discussion, reflection, and synthesis (Bielaczyc and
Collins, 2002). Village group members collaboratively work in family and/or
neighborhood groups, by which tacit knowledge gets transferred. Weavers at times
assist branch officials in quality checks confirming a collaborative job sharing system.
By this, weavers manage weaving branch in absence of staff, and sometime get
opportunity to be an employee. This collaboration works more during handloom
fair/exhibition. Overall collaborative climate of organization has four components,
i.e. organizational culture, immediate supervisor, employee attitude, and work group
support (Sveiby and Simons, 2002). Ryu et al. (2005) suggest knowledge acquisition via
three learning processes, e.g. learning by investment, learning by doing and learning
from others. This is applicable in Bastralaya. Rural weaving branch officials help
community members capture further knowledge. Assistance of wards is intertwined
with family and work relationships. Informal knowledge transfer occurs through
neighbors help. Rural socialization facilitates knowledge transfer and capture via oral
transmission from community elders to youngsters. Browny Macher says:
Many times, I have received cash awards from Bastralaya for my new designs. My
daughter-in-law knows creating new designs (K-Creation-Experiment). She is from Bhulia
class & has learnt from her parents (K-Creation-Practice/K-Transfer-Community Culture).
The comb given free by Bastralaya is of metal. It is ineffective & breaks. Earlier it was made
of bamboo & was very effective (K-Technical). Weve been preserving designs on graph
paper for last two years for our childrens reference. One with basic idea of weaving can use it,
but one cant use without knowing the basics (K-Documentation).

Bhulia is a weavers class with rich art of weaving from generations. Usually, their
surname is Macher (Pseudonym). As knowledge verification (Collison and Parcell,
2004), members validate a design through application to work processes and review of
members, before its creation:
Browny: We use both chemical & vegetable dyes. I learnt vegetable dyeing from weaver
Helly, who is above seventy now (K-Member-External). It is tough, but he used to train. I put my
best efforts for it (K-Transfer-Community Culture). Vegetable dyes give lighter & durable
shades. Weavers dont use it, because they dont know its market acceptability.
Bastralaya doesnt compel use of such dyes as it takes more time for preparation
(K-Technical/K-Sharing-Customers). Though not documented, we know few vegetable colors,
e.g. Harda Bahada Kaw Mathaa color, used mostly by Kustaa weavers. Aanchhi tree
gives maroon shade & likewise. Vegetable dyes cant be stored for long, once prepared. Barks
or leaves dipped in water makes the dyes (K-Utilizing-Local Wisdom).

Kustaa is a sub-class of scheduled socio-economically underprivileged classes in the

weaving community. Vegetable dyes are otherwise known as natural dyes. Traditional
motifs are given modern looks now-a-days:

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Browny: If someone close to me asks for my design, I share (K-Sharing-Community Culture).

We dont prefer female members do weaving as its hard & burdensome. We ask them to do
ancillary works (K-Sharing-Working). We will continue weaving as main occupation, as we
have no sufficient farming for livelihood (KM-Community Culture).

Bastralayas sales staffs capture external knowledge from regular customer

interactions. Closure relationships and bridging relationships are two main conduits
for social capital flow in social capital research (Burt, 2000). Closure in a group means full
connectedness where each member has a tie with other member; and through a closure
mechanism, group member benefits from embedded and dense networks in the closed
group (Coleman, 1988, 1990). Social capital in groups diminishes the probability of
opportunism, reduces need for costly monitoring, reduces transaction costs, and results
in benefits for all group members (Seers, 1989; Uzzi, 1997). Groups communicating more
frequently with different people outside group have greater access to resources outside
(Hansen, 1999; Tsai, 2001). Weaver-members apply learnt and captured knowledge to
verify appropriateness of work orders. Shared experience of customers is declarative
knowledge. Groups with diverse connections show better performance.
(d) Study of documents. Weavers, unaware of knowledge repository building keep
new designs in graph paper for future reference. Experienced weavers comfortably
imitate any design just by seeing once unlike new members. Four knowledge
acquisition techniques each suited to capturing different types of knowledge are
analysis of public domain knowledge, interviews, observation, and induction (Garza
and Ibbs, 1992). Proprietary documents of Bastralaya, e.g. weaving handbooks;
manuals on equipments, dyes, pattern, designs and graphics; training materials; news
bulletin; policy resolutions, etc. are shared with weavers time to time. Tacit knowledge
can be transformed into explicit knowledge by documenting it through patterns
depending on how well the pattern author can express the patterns context, problem,
forces, and solution (May and Taylor, 2003). Review of such documents helps in
knowledge acquisition, and builds competence. Document study as organizational
memories (Walsh and Ungson, 1991; Nilakanta et al., 2006) represents knowledge
transfer from generation to generation (Hansen et al., 1999).
3.3 Knowledge capture on other techniques
After declarative knowledge, Bastralaya members capture relevant procedural
knowledge. Practical trial and error, internal capacity building, and expert
involvement help capturing certain procedural techniques.
(a) Trial and error. It helps members utilize the captured procedural knowledge.
They find out right procedure, and validate acquired knowledge through training,
study tour and excursion. Seniors attempt to create new design and dyes, however
young members low on declarative knowledge, avoid trial and error. Individual trial
and error helps group experiments later. However, Ryle (1949) rejects that procedural
knowledge can be captured by explicit rules. Experiments and other structured
learning processes can be designed to remedy important knowledge deficiencies or
market transactions, or strategic partnering may be used to obtain specific forms of
needed knowledge or to improve an organizations existing knowledge assets (Sanchez,
2000). Procedural knowledge is implicit, experience based, efficient and action oriented;
and its creation depends on individuals trial and error through combination of
declarative knowledge and past experience.

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(b) Internal capacity building. Workshops at weaving branches help in building

capacity, and acquiring techniques which members are not aware. Weavers out of own
interest at times organize such workshops. Training multiplier is informally practised.
Community resource person easily captures knowledge from in-house trainer and
passes on to those who cannot acquire in one chance. Seeking of informal advice
is increasingly recognized as legitimate form of knowledge acquisition (Sussman and
Siegal, 2003; Harvey et al., 2000). Tapping on the expertise of social contacts is
significant to the knowledge acquisition process because of the greater levels of trust
and lower levels of uncertainty associated with knowledge exchange between people
with social ties (Argote et al., 2003; Cross and Sproull, 2004). Internal capacity building
helps procedural knowledge acquisition, transfer and utilization.
(c) Involvement of experts. Skilled experts widen knowledge of making
contemporary products. Students of management and design courses take internships
at Bastralaya and contribute to existing knowledge. ADT/JDT offices depute external
experts for sharing their knowledge with Bastralaya members. Through direct/indirect
involvement of experts, Bastralaya creates competence on procedural knowledge.
3.4 Developing skills operations and management
Sabaibi Macher of Rachaudi weaving branch says:
Starting early in the morning, we continue weaving up to noon, & resume after lunch again. If
one has no weaving related work, then he/she need not get up early. Even after dinner we do
weaving for sometime (K-Sharing-Working). Our children learn when they observe & help us.
They will continue weaving in future (K-Capture-Working).

Under closed supervision of seniors in a flexible and serious learning environment, and
after serious practice, young members can prepare Baandha without referring any
manuscripts. Sales branches exchange information with weaving branches. Job sharing
helps learning operational processes. Branch officials learn business operations, record
keeping, document preparation, conversion charge calculation, and overall management.
At different levels, members have different skills of business operations. As per
(Nonaka, 1994; Lam, 2000) skills and procedural knowledge is derived by doing.
4. Creating new knowledge
Bastralaya encourages weaver-members to create new designs, products, and
techniques through individual/group experiments, and chance discovery.
(a) Individual and group experiments
By trial and error during weaving/leisure hour, members create new knowledge.
Individual experiment is often not recorded. Individual trial and error contributes to
usable knowledge. Trial and error method entails tacit knowledge creation
(Nonaka, 1994). Individual experiment is part of procedural knowledge creation.
Bastralaya encourages group experiments in community, and approves the new
knowledge created after testing/knowledge verification. Individual creativity converges
in group experiment on latest assignment from Bastralaya. Such approach is termed as
CoP which encourages innovation (Wenger and Snyder, 2000; Wenger et al., 2002).
New design creation depends on creative ideas and knowledge sharing among members
during work. Nonaka (1994) too confirms relationship between knowledge sharing and
knowledge creation.

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(b) Chance discovery

New knowledge discovered by chance/accident is called serendipitous discovery.
On customers acceptance, mass production starts. Members search for declarative
knowledge of its exact procedure. Creation of procedural knowledge and verification
depends on members use of declarative knowledge and prior experience.
Sternberg and Lubart (1991) assert that creativity is derived from people having
certain level of knowledge in the area. Runco and Chand (1995) assert that motivation
is important for creative thinking and problem finding; and motivation depends on
cognitive process such as recognition. Creativity is related to discovery process
(Treffinger, 1980). Creativity of Bastralaya members is fostered by socialization as
intrinsic motivations and informal learning as cognitive process.
5. Knowledge process of Bastralaya: a critique
The above KM process explains creation of members skills and knowledge as outcome
of traditional knowledge transfer from senior community members to amateurs.
Competence building and new knowledge capture depends on apprentice, practice, and
activities like study tours, document study, and training. Knowledge on other relevant
technique is captured through trial and error, experts involvement, and internal
capacity building. Creation of new knowledge depends on individual/group
experimentation; and chance discovery. Bastralaya knowledge process stages can be
compared with organizational knowledge creation framework of Nonaka (1994) and
Nonaka and Takeuchi (1995). Creating members skills and knowledge is compared
with individual knowledge enlargement stage. Tacit knowledge sharing
explains competence building of members and new knowledge creation. Bastralayas
process of crystallizing new skills and knowledge is customer and market focused.
Members utilize captured knowledge and create particular techniques, patterns, and
designs through crystallization. Members test for the correctness of knowledge by
knowledge verification viewed as justification. Networking stage explains
organizational learning, internalization and memory of the enterprise, because
members can utilize available memories to utilize in further knowledge creation.
Suggested knowledge process synthesis for Bastralaya uses models of Nonaka (1994),
Nonaka and Takeuchi (1995), Tannenbaum and Alliger (2000), Rastogi (2000),
Probst et al. (1997, 2002), Heisig (2000, 2001) and McElroy (2002). Nonaka and Takeuchi
(1995) model relies more on personal knowledge sets. Bastralaya being informal,
collaborative and group learning based, knowledge elements are included under
Bastralayas operations and management. Weaver-members constitute social, and
enterprise culture and spirit constitute enterprise perspectives. Tannenbaum and
Alliger (2000) and Rastogi (2000) models focus on sequential process of
KM. Bastralayas process is oriented on social and enterprise knowledge sources.
Probst et al. (2002) and Heisig (2001) models advocate for more stages in the process,
than new knowledge creation or building competence. McElroy (2002) suggests
knowledge process on demand and supply concepts. Bastralaya model is based on KM
system with input, processing and output view. Using knowledge acquisition model of
Ryu et al. (2005), Bastralaya model adds new knowledge creation by chance discovery.
Boisot (1987) and Hedlund and Nonaka (1993) view knowledge as discrete elements in a
complex perspective, with mechanistic categorization and orientation of a social
construct. Bastralaya model considers the possible overlapping of knowledge sources

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under social and enterprise perspectives. Focus on creation and transfer of knowledge
within the organization; and unsocial sociality of individuals in organization
resulting in efficiency and competitive advantage of the organization Kogut and Zander
(1995) is integrated in Bastralaya model by adding typology of knowledge sources,
knowledge capture, competence building and organizational knowledge assets for
competitive advantage of enterprise. Bastralayas knowledge asset qualifies four
different qualities suggested by Nonaka et al. (2002) such as experimental knowledge
assets (expert skills and market experience), conceptual knowledge assets (design and
brand equity), routine knowledge assets (the know-how in daily routines and
operations), and systematic knowledge assets (databases, documents, and patents). CE
like Bastralaya depends on traditional skills and knowledge; local resources, artistic
techniques, and wisdom of members, though they are production-based and
labor-intensive (Nelson, 1987).
6. Discussion and conclusion
Bastralaya though has no explicit knowledge, follows the process of creating, capturing,
sharing, transferring, verifying, utilizing, and coding knowledge. Bastralayas
operations and management fosters organizational learning in collaborative and
flexible environment. Its enterprise perspectives use traditional knowledge, structural
and social capital; developmental support; and enterprise culture and spirit. Bastralaya
KM process depends on creating members skills and knowledge; building their
competence and capturing new knowledge; capturing knowledge on new techniques and
creating new knowledge. Enterprise perspective highlights developmental support
through various schemes and funding; rewards and incentives, etc. Extrinsic rewards,
incentive, and intrinsic rewards like enterprise culture and spirit provides supportive
climate. Enterprise resources, social capital, appropriate technologies together facilitate
knowledge process. Bastralaya members have no formal identification of their activities
constituting knowledge process. Bastralaya has competencies like members skills and
abilities; specific weaving and production system; high quality standards of cloth;
relations and social networks; and customer-centric marketing practices. External
knowledge sources are local community members, experts, professionals, development
agencies, government agencies, academia, and research institutions. Independent CE
like Bastralaya is more intrinsic reward based and acquires knowledge through social,
community and enterprise capital. Bastralaya KM process focuses on competence
building of members for self-employment, and unique knowledge creation to stay
competitive. Young community members trained on management and technologies can
support Bastralaya staff and weaver-members. Development programs, and allies with
other parties and customers, may prove beneficial for Bastralaya in explicitly
supporting its KM. Bastralaya has a treasure of organizational memories stored in tacit
forms in members minds, organizational operations, database, and community cultures.
Bastralayas social and enterprise knowledge builds assets like unique competencies,
and intellectual properties with contextual existence in organizational memories.
Bastralaya KM model has reflections of modern concepts having a potential to
strengthen the current traditional practices of the CE. The suggested model can also
be used in any co-operative CE driven by traditional knowledge. It has scope of future
research in the KM perspective of rural enterprises.

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About the author
Surjit Kumar Kar, is a Master of Business Administration, a Bachelor of Law and a professional in
management education and research. He is engaged in doctoral research in the area of traditional
knowledge management at Sambalpur University, Sambalpur, India. His interest lies in
participating and organizing workshops, seminars and conferences. His research papers, case
studies, conceptual papers, etc. have been presented and published in various national and
international handbooks, journals and magazines. The majority of his papers are in the area of
entrepreneurship and narrative research. Surjit Kumar Kar can be contacted at: skk@iipmsom.ac.in

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