Analysis of Interrelations Between Business Models and Knowledge Management Strategies in Consulting Firms

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 Grolik,Kalmring,Lehner,Frigerio KM Strategies in Consulting Firms international consulting firms with different business models and different Knowledge Management strategies are used to validate these recommendations

KM governance:the mechanisms for guiding and controlling KM program

Purpose: To establish and sustain their KM programs organizations need to establish mechanisms to ensure their governance. KM programs require business integration, senior management involvement and decision making authority. The present research investigates the KM governance mechanisms organizations use to guide and control their KM programs. The research seeks to contribute to a better understanding of the governance of KM and to support organizations in the development of their KM programs. Methodology: The study employs multiple case research methodology to analyze the KM governance arrangements of twelve international organizations and identify patterns in their governance configurations. Findings: The analysis identifies a range of structural, process and relational mechanisms that are critical for governing an organizational KM program. Different patterns among the KM governance mechanisms are identified which lead to the development of generic KM governance typologies. Research implications: The development of the KM governance framework allows future research to systematically investigate the KM governance phenomenon. As the present study is based on a configurational analysis future research should particularly target the performance implications of different KM governance configurations. Practical implications: The research provides insights into the diversity of KM governance mechanisms and their impact on a KM program. The KM governance framework can assist managers in reviewing their present and prospective KM programs and thereby support benchmarking or re-organization efforts. Originality: Building on prior research that has focused on individual KM governance aspects, the present study adopts a comprehensive perspective integrating structural, process and relational governance mechanisms

Business model innovation and digital transformation in global management consulting firms

Purpose: This paper contains an exploratory analysis of the business model innovations (BMIs) that management consulting firms (MCFs) undertake to remain competitive during digital transformation. Design/methodology/approach: This paper uses data from a longitudinal multiple case study of the European practices of major global MCFs to provide an overview of how they reconfigure their business model (BM) to gain competitive advantages. It maps BMIs in MCFs through value creation innovation, value proposition innovation and value capturing innovation. Findings: There is a shift in value proposition from solely giving advice or supporting information technology (IT) implementation to providing end-to-end digital solutions. To materialize value propositions, MCFs acquire new knowledge and digital assets through talent scouting, and mergers and acquisitions (M&As). MCFs rely heavily on complementary knowledge and capabilities of actors within ecosystems; thus, they focus on expanding, creating their ecosystems and adopting platforms' configuration and characteristics. Research limitations/implications: Inductively, the authors reached an analytical generalization through six propositions and a theoretical frame that embeds propositions in the previous literature. Future research should test them across the overall management consulting industry. Practical implications: MCFs are recognized as drivers of innovation and BMIs in most client firms. However, MCFs are rarely analyzed with respect to their BMIs. Understanding how MCFs innovate their business models (BMs) to provide digital transformation (DT) consulting services is relevant for delivering management innovation across industries. Originality/value: This is the first exploratory study on BMI inside global MCFs during DT

Analysis of Interrelations between Business Models and Knowledge Management Strategies in Consulting Firms

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

Social Technologies and Informal Knowledge Sharing within and across Organizations

This doctoral dissertation is focused on both empirical and conceptual contributions relative to the roles social technologies play in informal knowledge sharing practices, both within and across organizations. Social technologies include (a) traditional social technologies (e.g., email, phone and instant messengers), (b) emerging social networking technologies commonly known as social media, such as blogs, wikis, major public social networking sites (e.g., Facebook, Twitter and LinkedIn), and (c) enterprise social networking technologies controlled by a host organization ( e.g., SocialText). The rapid uptake of social technologies, combined with growing interest in their broader social implications, raises pertinent questions about uses for knowledge sharing in organizations. The work reported in this thesis is motivated by two broad phenomena: (1) the importance of informal knowledge-sharing in organizations and (2) the rapid rise in the variety and prevalence of social technologies. The empirical basis of this research is a field study focused on the uses of social technologies by knowledge workers, specifically those in consulting firms. Building from the theoretical lenses of sociomateriality, structuration, and technological frames, the findings from this work advances our understanding of: (1) the ways social technologies are used in combination as a suite of tools, (2) the ways in which organizational norms, policies, and arrangements shape the uses of social technologies for knowledge practices, and (3) the variations in uses of social technologies by different groups of knowledge workers. The theoretical contribution of this work is to conceptualize the suite of social technologies used to support and enable knowledge workers is a more useful approach than the single-technological-tool-in-isolation approach, which is the norm in studies of computing. A second contribution of this work is to situate social technologies-in-use through incorporating complementary theoretical concepts: technology-mediated knowledge practices, social structures of organizations, and workers\u27 distinct interpretations of social technologies (technological frames). Practical implications arising from this study both inform the ways social technologies can be collectively integrated in work practices and inform the design and implementation of social technologies for accommodating different needs and preferences of knowledge workers. This research also generates insight into how organizations can craft policies that realistically regulate the use of social technologies, while empowering individual workers to optimize their knowledge sharing capacity by supporting informal engagement via social technologies

Knowledge management capability : a resource-based view and comparison of public and private organizations

Ph.DDOCTOR OF PHILOSOPH