Knowledge management (KM) is a critical issue in professional services firms (PSFs). Many researchers define a KM strategy as a crucial driver of KM success in corporations. Research demonstrates that there is a positive relationship between KM strategy and the performance of KM processes, which are both closely related to KM success. In the longitudinal benchmark survey presented in this paper, based on an integrated KM framework and focusing on PSFs, the authors found evidence of such an effect, that is, KM strategy’s impact on KM success.

Knowledge management (KM) is a critical issue in professional services firms (PSFs). Many researchers define a KM strategy as a crucial driver of KM success in corporations. Research demonstrates that there is a positive relationship between KM strategy and the performance of KM processes, which are both closely related to KM success. In the longitudinal benchmark survey presented in this paper, based on an integrated KM framework and focusing on PSFs, the authors found evidence of such an effect, that is, KM strategy’s impact on KM success.

Competence-based learning (CBL) is an appropriate approach to systematically develop dwindling human resources. The close interrelation between the knowledge and competence concepts suggests the conjoint development of knowledge management (KM) and CBL. We specifically focus on the question of how KM can support CBL processes. This article describes the potential synergies, as well as KM instruments that can facilitate the implementation of CBL. In conclusion, we introduce our current research projects and propose a research agenda that address the raised research question.

Knowledge management (KM) has long gained acceptance as an important pillar in the organizational realm. However, the acceptance of standardized measurement systems to assess KM value has lagged behind. This is mainly due to the intangible nature of knowledge assets and the fact that no consensus has been reached on the positive effects that KM generates, which could then, in turn, be measured. A standardized measurement system would assist practitioners arguing for the introduction of KM initiatives. It would also enable managers in assessing the performance of those KM endeavors already in place. The main goal of this paper is thus to provide an overview of existing KM value measurement approaches, to evaluate these on the basis of a predefined catalogue of criteria, and to derive a new, combined model from this assessment.

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