Evolution of Knowledge Management Towards Enterprise Decision Support: The Case of KPMG

Daniel E. O’Leary
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Daniel E. O’Leary: University of Southern California
Authors registered in the RePEc Author Service: Daniel E. O'Leary, Jr.

Chapter 63 in Handbook on Decision Support Systems 2, 2008, pp 581-608 from Springer

Abstract: Abstract Realizing that knowledge and its proper management are essential for effective decision support, this chapter traces the evolution of knowledge management within a major professional services firm – KPMG. By supporting decision making, computer-based systems for managing knowledge can impact organizational performance and the very nature of the organization itself. Here, we examine a progression of knowledge management systems at KPMG, beginning with the 1997 condition of having disparate or no knowledge management systems and culminating with an enterprise-wide integrated system accommodating both locally and globally managed knowledge. This chapter investigates why KPMG pursued the development and implementation of a global knowledge management system. Strategically, knowledge-management advances were used to transform the firm from a confederation of local enterprises to a global enterprise. In addition, it summarizes some of the key capabilities and technologies of the resulting knowledge management system, K-World. This chapter also examines some key implementation issues. Finally, the chapter investigates two key problems emerging from the use of the system after its introduction: search and client confidentiality, plus some of the emerging extensions for K-World.

Keywords: Knowledge Management; Chief Executive Officer; Initial Public Offering; Wall Street Journal; Knowledge Management System (search for similar items in EconPapers)
Date: 2008
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Persistent link: https://EconPapers.repec.org/RePEc:spr:ihichp:978-3-540-48716-6_27

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DOI: 10.1007/978-3-540-48716-6_27

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