The paper "Internal Knowledge Management Techniques in Large Consultancies" is a great example of management coursework. The extant literature presents consultancies as important knowledge suppliers, which pursue different knowledge management strategies. The planning of how to manage internal knowledge is bolstered by prior consideration that knowledge is pivoted by two major scales: explicit and tacit. According to Davenport (2005), explicit knowledge is largely external and codifiable, which implies that it can be written down and disseminated without impairing the quality of the information. Tacit knowledge is non-codifiable, and its establishment and dissemination revolve around hands-on experience.
The power of the two knowledge scales is evinced by the large multinationals, which have to export their knowledge wealth to franchises and maintain standards of management and growth. In this context, large and international consulting firms give subsidiaries manuals of their internal knowledge, which cannot be mastered implicitly without the strategic devolvement of tacit knowledge. This implies that internal knowledge of an organization is fundamentally anchored on the tacit form (Rooney, Hearn & Ninan 2005). Hansen, Nohria and Tierney (1999) primarily established the techniques of personalization and codification.
Personalization technique is synonymous with the personal invention in that the knowledge is individual dependent and can only be utilized or disseminated through that person. Additionally, Hansen’ s codified knowledge revolves around inscription of knowledge into written or audio media, which amplify the potential of spreading the knowledge (Hansen et al. 1999). It is imperative that personalization is mainly aligned towards the creation of tacit knowledge and focuses on the storage of knowledge in human minds and it's transferring through a person-to-person interface. This is common in Innovation consultancies such as Bain & Co, Mc Kinsey. According to Schulz and Jobe (2001) the codification technique that is primarily the conduit for the creation of explicit knowledge, allows knowledge to be carefully codified and stored in databases where it can be made easily available to use.
This is common in implementation types of consultancies such as Ernst & Young, Anderson Consulting now known as Accenture, IBM, PwC. In the exploration of the personalization technique, the review will detail techniques such as mentoring and training, networking and Use of IT Systems. Furthermore, discussion of the codification technique will explore the use of the IT and databases as the main technique. Tacit Knowledge As aforementioned, the conceptual tacit knowledge is the cornerstone of the organizational internal knowledge base.
Large consulting firms use different strategies in the creation and management of internally crucial information. The Mentorship Technique Mentorship is commonly applied in internal knowledge management to facilitate the implicit transfer of work experience from an individual to another party within the organization. Among the varied internal knowledge creation and management concepts, the mentorship technique emerges as a crucial tenet by which experienced experts transmit their art to the young and less experienced practitioners (Schulz & Jobe 2001).
The technique is crucial in the sharing of the firm’ s guarded knowledge directly within the consultancies’ functions. Some firms ensure that in addition to sharing tacit knowledge through familiarization and mentoring, they facilitate face-to-face skills sharing in everyday work practice and between shifts (Remenyi 2008). The knowledge is also shared through effective and regular departmental meetings to ensure that every employee understands workmate’ s experiences and how to respond to similar situations.
(Hansen et al. 1999)
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