Manufacturing sector is the driver of economic growth of developing countries and employment. Knowledge and knowledge management result in manufacturing excellence by improving productivity and flexibility of the organizations' operations. This study has identified four fundamental knowledge management processes from the literature, namely knowledge acquisition, knowledge creation, knowledge storage and knowledge sharing that contribute to the growth of the organizations. Thus, we had developed a questionnaire to analyze these processes in the Indian manufacturing sector. Confirmatory factor analysis was performed using LISREL (Linear Structural Relations) software, that is, to test the convergence of the observed variables to each of the knowledge management processes. The results showed a good model fit for all the knowledge managerial processes. Then the data were explored, analyzed and compared with the current status of KM practices with respect to their sizes. It is found that size has a profound impact on the extent of adoption of KM practices.

The rapid changes in the business environment compel organizations to find new strategies for operations. The notion of agility became the most predominant and popular strategy for dealing with an unpredictable environment. Despite the importance of workforce agility, literature has mainly focused on manufacturing and organizational agility, although it stresses requiring an agile workforce. The shortage of study brought limited knowledge and practice in the discipline affects the behaviour of enterprises. This article aims to provide significant research insights by exploring an extensive survey of the available literature on workforce agility. Also,it identifies various workforce agility drivers and organizational practices. It is found that an agile workforce simultaneously possesses multiple interdependent capabilities benefiting organizations operating in highly uncertain environments.

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