The IRMA Community
Newsletters
Research IRM
Click a keyword to search titles using our InfoSci-OnDemand powered search:
|
Converting Consultants’ Tacit Knowledge to Organisational Explicit Knowledge: Case Studies of Management Consulting Firms
Abstract
This paper explores the conversion of individuals’ tacit knowledge to organisational explicit knowledge in management consulting firms focusing on how organisation structure and culture, and information technologies support the conversion process. Nonaka and Takeuchi’s (1995) spiral evolution knowledge conversion model was used in this study. Three case studies of management consulting firms in Australia were conducted. All cases indicated the importance of tacit knowledge for competitive advantage but the absence of effective guidelines on how to convert individual tacit knowledge into explicit organisational knowledge. Although the organisational structures and reward systems were found to be supportive of the conversion process, information technologies was regarded more as a tool to accelerate the activities of consulting practice than as a means to enhance the knowledge conversion process.
|
|