Knowledge Management and Competition in the Consulting Industry

Effective environmental management through environmental knowledge management

“…Sci. Tech., 6 (1), 35-50, Winter 2009 Moreover, Sarvary (1999) also stated that with a good KM system, the job is much more challenging and people can concentrate on problem solving rather than on number crunching and data collection. Effective knowledge management has a great impact throughout the enterprises from the lower levels of manufacturing to the management levels of strategic decision-making.…”

“…Knowledge and expertise have been viewed as the most strategic and efficient inputs for an enterprise in the quest to achieve a sustainable competitive advantage (Johannessen and Olsen, 2003). KM represents a new science and technology that provides competitive conditions and advantages for the modern business (Sarvary, 1999). Int.…”

If the Supplier's Human Capital Walks Away, Where Would the Customer Go?

“…An underlying assumption in service firm -client interactions is the objective of creating customer value. To enhance value creation, suppliers may invest in client specific knowledge, databases, and routines (Baker, Faulkner, and Fisher 1998;Sarvary 1999). Investments in customer specific knowledge enable the service firm to provide solutions that are more adequate to the unique problem faced by the client (Broschak 2004;Stabell and Fjeldstad 1998), such as an advertising campaign better hitting the target segment.…”

An approach for identifying value in business processes

“…When the organizational structure is decentralized or has informal authority, the sharing and distribution of knowledge would be enabled. (Broadbent and Lofgren, 1993;Savary, 1999). The structure of the organization therefore plays a key role in the successful distribution of knowledge within the ®rm.…”

“…In addition to the arguments for knowledge conversion and codi®cation, the organizational structure plays an important role in distributing knowledge. Where the organizational structure is centralized or has formal authority, knowledge sharing and distribution is dif®cult (Huber, 1991;Savary, 1999). When the organizational structure is decentralized or has informal authority, the sharing and distribution of knowledge would be enabled.…”