Knowledge Sharing in Consulting Companies: Opportunities and Limitations of Knowledge Codification

Snejina Michailova () and Akshey Gupta ()
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Snejina Michailova: Department of International Business, The University of Auckland Business School, Auckland, New Zealand
Akshey Gupta: Asia Pacific & Greater China Region, Microsoft Operations Pte Ltd, Singapore

Journal of Information & Knowledge Management (JIKM), 2005, vol. 04, issue 03, 201-212

Abstract: This paper is a study of the knowledge-sharing difficulties experienced by three departments in a knowledge-intensive firm. The case organisation is a global consulting firm that has been on the forefront of knowledge management and has won several knowledge management related international acclaims. Our analysis shows that there are strong disincentives in place for departments to share knowledge. We found that the nature of the businesses of the departments was very different and so were their knowledge requirements and their preferred ways to seek knowledge. Additionally, confidentiality agreements with clients and lack of cross-departmental interaction inhibited knowledge sharing outside departmental boundaries. Contrary to the common belief in the organisation, we found that one single IT system could not satisfy the context-specific knowledge-sharing needs of the different departments. We suggest that some very recent breakthrough technologies could be applied to facilitate cross-departmental knowledge sharing provided they are implemented at the strategic organisational level.

Keywords: Knowledge sharing; knowledge management systems; knowledge codification; knowledge personalisation; consulting companies (search for similar items in EconPapers)
Date: 2005
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DOI: 10.1142/S0219649205001171

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