A pluralistic approach to knowledge management practices: evidence from consultancy companies

Powell, Taman Harley and Ambrosini, Véronique 2012. A pluralistic approach to knowledge management practices: evidence from consultancy companies. Long Range Planning 45 (2-3) , pp. 209-226. 10.1016/j.lrp.2012.02.005

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Abstract

An organization’s capacity to share knowledge among its individuals and teams and apply that shared knowledge to perform important activities is increasingly perceived as a vital source of competitive advantage in many industries. This importance is reflected in the large number of organizations that have implemented formal approaches to knowledgemanagement to influence the application of organizational knowledge over the last two decades. Extant theory argues that organizations must focus their efforts on either the codification or personalization approach to knowledgemanagement and maintain this focus unless there is a contextual change within the organization. The empirical research in this paper, based on 42 interviews across 5 managementconsultancies, found that the consultancies implemented multiple approaches to address specific knowledge-related objectives, conflicting with the prediction of extant theory. These consultancies also changed their approach to knowledgemanagement for both contextual and learning-based reasons. Building on these findings, apluralistic model of knowledgemanagement is developed that balances the strengths and weaknesses of knowledgemanagementapproaches to deliver an integrated solution.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Subjects:	H Social Sciences > H Social Sciences (General) H Social Sciences > HD Industries. Land use. Labor H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Publisher:	Elsevier
ISSN:	0024-6301
Related URLs:	http://www.sciencedirect.com/science/art...
Last Modified:	08 May 2019 02:33
URI:	https://orca.cardiff.ac.uk/id/eprint/33706

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