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

Extending Knowledge Management to Mobile Workplaces

Knowledge and Knowledge Management (KM) are evolving into an increasingly eminent source of competitive advantage. However,for the time being, the potential of KM is usually limited to stationary workplaces. This excludes a multiplicity of mobile workers, many of them in charge of knowledge-intensive activities.This paper examines the capabilities and limitations of mobile technology usage in order to support KM. After a general overview of KM, the relevant mobile technology is introduced.Subsequently, the theory of mobile added values is employed to analyze the contributions of mobile technology for supporting KM in the different phases of the KM process. Especially the process of knowledge distribution is qualified to be supported through mobile technology.Knowledge Management; Mobile Commerce; Mobile Knowledge; Management; Mobile Business Processes; Mobile Added Values

ERP implementation methodologies and frameworks: a literature review

Enterprise Resource Planning (ERP) implementation is a complex and vibrant process, one that involves a combination of technological and organizational interactions. Often an ERP implementation project is the single largest IT project that an organization has ever launched and requires a mutual fit of system and organization. Also the concept of an ERP implementation supporting business processes across many different departments is not a generic, rigid and uniform concept and depends on variety of factors. As a result, the issues addressing the ERP implementation process have been one of the major concerns in industry. Therefore ERP implementation receives attention from practitioners and scholars and both, business as well as academic literature is abundant and not always very conclusive or coherent. However, research on ERP systems so far has been mainly focused on diffusion, use and impact issues. Less attention has been given to the methods used during the configuration and the implementation of ERP systems, even though they are commonly used in practice, they still remain largely unexplored and undocumented in Information Systems research. So, the academic relevance of this research is the contribution to the existing body of scientific knowledge. An annotated brief literature review is done in order to evaluate the current state of the existing academic literature. The purpose is to present a systematic overview of relevant ERP implementation methodologies and frameworks as a desire for achieving a better taxonomy of ERP implementation methodologies. This paper is useful to researchers who are interested in ERP implementation methodologies and frameworks. Results will serve as an input for a classification of the existing ERP implementation methodologies and frameworks. Also, this paper aims also at the professional ERP community involved in the process of ERP implementation by promoting a better understanding of ERP implementation methodologies and frameworks, its variety and history

What can management theories offer evidence-based practice? A comparative analysis of measurement tools for organisational context

Background: Given the current emphasis on networks as vehicles for innovation and change in health service delivery, the ability to conceptualise and measure organisational enablers for the social construction of knowledge merits attention. This study aimed to develop a composite tool to measure the organisational context for evidence-based practice (EBP) in healthcare. Methods: A structured search of the major healthcare and management databases for measurement tools from four domains: research utilisation (RU), research activity (RA), knowledge management (KM), and organisational learning (OL). Included studies were reports of the development or use of measurement tools that included organisational factors. Tools were appraised for face and content validity, plus development and testing methods. Measurement tool items were extracted, merged across the four domains, and categorised within a constructed framework describing the absorptive and receptive capacities of organisations. Results: Thirty measurement tools were identified and appraised. Eighteen tools from the four domains were selected for item extraction and analysis. The constructed framework consists of seven categories relating to three core organisational attributes of vision, leadership, and a learning culture, and four stages of knowledge need, acquisition of new knowledge, knowledge sharing, and knowledge use. Measurement tools from RA or RU domains had more items relating to the categories of leadership, and acquisition of new knowledge; while tools from KM or learning organisation domains had more items relating to vision, learning culture, knowledge need, and knowledge sharing. There was equal emphasis on knowledge use in the different domains. Conclusion: If the translation of evidence into knowledge is viewed as socially mediated, tools to measure the organisational context of EBP in healthcare could be enhanced by consideration of related concepts from the organisational and management sciences. Comparison of measurement tools across domains suggests that there is scope within EBP for supplementing the current emphasis on human and technical resources to support information uptake and use by individuals. Consideration of measurement tools from the fields of KM and OL shows more content related to social mechanisms to facilitate knowledge recognition, translation, and transfer between individuals and groups

Benefits management : lost or found in translation

It is now about 25 years since the emergence of Benefits Management (BM), but hitherto it has had limited impact on project management and even less on general management practices. This is despite evidence that a focus on benefits improves the success rate of projects and programmes. One of the areas for research to explain the limited uptake concerns the spread of knowledge on BM and its adoption by organisations. The theoretical lens of translation is used to examine this issue, which focuses on the processes through which management ideas spread and influence management practice. The global development of BM is traced to identify the changes in translation processes over time and the current geographical patterns of usage. This analysis is used in conjunction with the limited evidence available on translation processes at the level of the organisation to identify key factors for the impact of BM in the future

The Market-Oriented And Integrative Management Model For Successful Internationalisation Of Vocational Education And Training Services

Export of VET services has become the rapidly growing business field within the service sector. Austria and Germany traditionally run the vocational education and training (VET) by the so-called Dual Apprenticeship System, the public-private co-management of employers and public vocational schools. Both countries promote VET internationalisation, and VET service providers seek for respective management strategies. This paper contributes to the question How do VET providers successfully internationalise?As finding the paper presents the market-oriented and integrative management model for VET internationalisation into emerging markets. The explorative study applied the market-oriented innovation management research method that was chosen to highlight the paradigm shift in VET internationalisation towards market-orientation. Moreover, the method strongly involves the users view what is is in compliance with latest value creation and value co-creation theories in service management

A strategic decision-making model for optimal alignment of 3PL providers with SASOLs outbound supply chain

Abstract in English, Afrikaans and SesothoThe study was inspired by the global phenomenon of failure rates of outsourcing ventures; yet, the outsourcing value proposition of 3PL providers is promising and potentially lucrative. The approach of the outsourcing venture was thus investigated, specifically how to align and integrate outsourcing parameters appropriately at the inception of the outsourcing venture in order to attain the benefits brought about by the outsourcing decision over the projected life of the outsourcing venture. To this effect, a strategic decision-making model, with the objective of ascertaining optimal alignment and integration was developed. The model comprises a dualistic development followed by a methodological process path to operationalise the strategic decision-making model. A services continuum (development one) is established, which is a permutation matrix that classifies four aspects of importance (service type, category of 3PL provider, strategic alignment and investment), in order to align the aspects optimally and enable appropriate model application. The services continuum is a conglomeration of nine models: a capabilities matrix for 3PL provider services; a framework for evaluating the supply chain role of 3PL providers; a mathematical model; a supplier selection and evaluation process; a presentation of the Hayes–Wheelwright framework; an outsourcing variables differentiated model; four categories of the 3PL providers model; an estimated path model; and a process integration via survey data collection model. The services continuum was extended for utilisation with risk management practices, and an outsourcing risk matrix (development two) was established. The enablement of the outsource risk matrix is an element review, consisting of three categories: collaboration and integrated planning systems; performance measurement; and broad-based black economic empowerment. The strategic decision-making methodology process path was developed as having three phases, which operationalise the strategic decision-making model. The research was primarily focussed on literature reviews, with the models classified according to the services continuum. To a lesser extent, the research focussed on primary data, which served as model application input specifically for application requirements related to Sasol. The study established a universally applicable strategic decision-making model, as well as the application of the model for Sasol’s outbound (final packaged product) supply chain.Thuto e ile ya kgothaletswa ke tshebetso ya lefatshe mabapi le maemo a ho hloleha ha ho nyaolwa/ntshuwa ha diprojeke kgwebong; leha ho le jwalo, tlhahiso ya boleng ba ditshebeletso tsa 3PL e a tshepisa ebile e ka ba le hlahiso ya tjhelete e ngata. Ka tsela eo, mokgwa wa ho tswa kgwebong o ile wa phenyekollwa, haholoholo mabapi le ho tsamaisana le ho kenyelletsa maemo a ho ntshetsa pele maruo ka mokgwa o nepahetseng ha ho thehwa kgwebo ya ho ntshetsa pele ho fumana melemo e tliswang ke qeto ya ho ntshetsa pele ka bophelo ba morero wa ho nyaolwa kgwebong. Ka lebaka lena, ho ntshetswa pele mokgwa/motlolo o motle wa ho etsa diqeto, ka sepheo sa ho netefatsa hore ho na le boemo bo nepahetseng le ho kopanngwa ho tsitsitseng. Motlolo ona o na le ntshetso pele e habedi e latelwang ke tshebetso ya mokgwa wa ho kenya tshebetsong tsela ya ho nka diqeto. Tatellano ya ditshebeletso e tswelang pele (ntshetsopele ya pele) e a thehwa, e leng phethoho ya tikoloho e kgethollang dikarolo tse nne tsa bohlokwa (mofuta oa tshebeletso, mokga wa mofani wa 3PL, kemiso ya moralo le matsete), e le ho dumellana le dintlha ka tsela e nepahetseng le ho etsa hore ho sebediswe motlolo hantle. Ditshebeletso tse tswelang pele ke kopano ya dimotlolo tse robong: bokgoni ba maemo a tikoloho bakeng sa ditshebeletso tsa bafani ba 3PL; sebopeho sa ho hlahloba phepelo ya tatellano ya ho nka karolo ha bafani ba 3PL; mokgwa/motlolo wa mathemathiks; kgetho ya mofani le mokgwa wa o hlahloba; tlhaloso ya moralo wa Hayes-Wheelwright; mefuta e fapaneng ya ho nyaola dikarolo tse fapaneng; ntho tse mene tsa bafani ba 3PL; mohlala wa tsela ya dimotlolo; le mokgwa wa ho kopanya ka mokgwa wa ho bokella lesedi la dipatlisiso. Dishebeletso tse tswelang pele di ile tsa atoloswa bakeng sa tshebediso ya mekgwa ya taolo ya dikotsi, mme maemo a tikoloho a kotsing ya boipheliso (ntlafatso ya bobeli) a thehwa. Ho kengwa tshebetsong ha kotsi ya maemo a tikoloho ke ntho e shejwang botjha e nang le mekga e meraro: mekgwa ya ho sebedisana le meralo e kopanetsweng; tekanyo ya tshebetso; le ho matlafatsa bofuma ba batho batsho lehlakoreng la moruo. Mokgwa wa ho etsa diqeto o ile wa ntlafatswa e le o nang le mekgahlelo e meraro, e sebetsang ka mokgwa o motle wa ho etsa diqeto. Phuputso e ne e lebisitswe haholo ditabeng tsa tlhahlobo ya dingodilweng, le dimotlolo tse kgethollwang ho latela ditshebeletso tse tswelang pele. Ho ya ka tekanyo e nyenyane, dipatlisiso di lebisitse tlhokomelong ya lesedi la mantlha, le neng le sebetsa e le mokgwa wa ho kenya letsoho bakeng sa ditlhoko tsa kopo tse amanang le Sasol. Phuputso ena e thehile mokgwa wa ho etsa diqeto tse amohelehang lefatsheng ka bophara, hammoho le ho sebediswa ha setshwantsho sa phepelo ya tlhahiso ya Sasol (thlahiso ya ho qetela).Dié studie is deur die globale verskynsel van die falingstempo van uitkontrakteringsondernemings geïnspireer; ten spyte hiervan lyk die uitkontrakteringswaardevoorstel van 3PL-verskaffers belowend en is dit potensieel winsgewend. Die benadering wat die uitkontrakteringonderneming volg, is derhalwe ondersoek en in die besonder hoe om die uitkontrakteringparameters by die aanvang van die uitkontrakteringonderneming toepaslik in lyn te stel en te integreer om die voordele te benut van die uitkontrakteringsbesluit oor die geprojekteerde lewe van die uitkontrakteringsonderneming. ’n Strategiesebesluitnemingsmodel wat ten doel het om optimale inlynstelling en integrasie te verseker, is dus ontwikkel. Die model bestaan uit ’n dualistiese ontwikkeling, gevolg deur ’n metodologiese prosesbaan om die strategiese besluitnemingsmodel te operasionaliseer. ’n Dienstekontinuum (ontwikkeling een) is op die been gebring, wat ’n permutasiematriks is wat vier aspekte van belangrikheid (dienssoort, kategorie van die 3PL-verskaffer, strategiese inlynstelling en investering) klassifiseer, ten einde die aspekte optimaal in lyn te stel en toepaslike modeltoepassing moontlik te maak. Die dienstekontinuum bestaan uit ’n versameling van nege modelle: ’n bekwaamheidsmatriks vir 3PL-diensverskafferdienste; ’n raamwerk om die voorsieningskettingsrol van 3PL-verskaffers te evalueer; ’n wiskundige model; ’n verskafferseleksie en evalueringsproses; ’n aanbieding van die Hayes-Wheelwright-raamwerk; ’n uitkontrakteringsveranderlike-gedifferensieerde model; vier kategorieë van die 3PL-verskaffersmodel; ’n geraamde baanmodel; en prosesintegrasie deur middel van ’n ondersoekdata-insamelingsmodel. Die dienstekontinuum is uitgebrei vir gebruik by risikobestuurspraktyke en ’n uitkontrakteringrisikomatriks (ontwikkeling twee) is op die been gebring. Die bemagtiging van die uitkontrakteringsrisikomatriks is ’n elementhersiening, wat uit drie kategorieë bestaan: samewerkings- en geïntegreerdebeplanningstelsels; prestasiemeting; en breë swart ekonomiese bemagtiging. Die strategiese besluitnemingsmetodologieprosesbaan is met drie fases ontwikkel, wat die strategiese besluitnemingsmodel operasionaliseer. Die navorsing het hoofsaaklik op literatuuroorsigte gefokus, met die modelle wat volgens die dienstekontinuum geklassifiseer is. Die navorsing het in ’n mindere mata op die primêre data gekonsentreer, wat as die modeltoepassingsinset gedien het, in die besonder vir die toepassingsvereistes wat op Sasol betrekking het. Die studie het ’n universele, toepaslike strategiesebesluitnemingsmodel daargestel, asook die aanwending van die model op Sasol se uitgaande voorsieningsketting (finaal verpakte produk).Business ManagementD. Phil. (Management Studies