Knowledge is an important matter for consulting firms as a resource, as a product or service, and as a trigger for internal value creation processes. Therefore, a strategy for management and utilisation of knowledge in its different state is needed. It is sensible to assume, that this strategy is strongly influenced by a respective consulting firm’s business model. This paper provides an analysis of the interrelation between business model and Knowledge Management strategy. Four determinants are defined to allow a detailed description of different Knowledge Management strategies. Methods and techniques of Knowledge Management are subsumed under these determinants. The use of these methods determine, whether a Knowledge Management strategy is dominated by central or de-central elements. This article describes different types of business models and derives recommendations for corresponding Knowledge Management strategies. Case studies of four international consulting firms with different business models and different Knowledge Management strategies are used to validate these recommendations.

Grolik, S., Kalmring, D., Lehner, D., Frigerio, C., Analysis of interrelations between business models and knowledge management strategies in consulting firms, Paper, in ECIS 2003 Proceedings, (Napoli, 16-21 June 2003), Università Federico II di Napoli, Napoli 2003: 1-16 [http://hdl.handle.net/10807/78996]

Analysis of interrelations between business models and knowledge management strategies in consulting firms

Frigerio, Chiara
Ultimo
2003

Abstract

Knowledge is an important matter for consulting firms as a resource, as a product or service, and as a trigger for internal value creation processes. Therefore, a strategy for management and utilisation of knowledge in its different state is needed. It is sensible to assume, that this strategy is strongly influenced by a respective consulting firm’s business model. This paper provides an analysis of the interrelation between business model and Knowledge Management strategy. Four determinants are defined to allow a detailed description of different Knowledge Management strategies. Methods and techniques of Knowledge Management are subsumed under these determinants. The use of these methods determine, whether a Knowledge Management strategy is dominated by central or de-central elements. This article describes different types of business models and derives recommendations for corresponding Knowledge Management strategies. Case studies of four international consulting firms with different business models and different Knowledge Management strategies are used to validate these recommendations.
Inglese
ECIS 2003 Proceedings
ECIS 2003
Napoli
Paper
16-giu-2003
21-giu-2003
Università Federico II di Napoli
Grolik, S., Kalmring, D., Lehner, D., Frigerio, C., Analysis of interrelations between business models and knowledge management strategies in consulting firms, Paper, in ECIS 2003 Proceedings, (Napoli, 16-21 June 2003), Università Federico II di Napoli, Napoli 2003: 1-16 [http://hdl.handle.net/10807/78996]
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/10807/78996
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