The shortcomings of a standardized global knowledge management system: The case study of Accenture

Academy of Management Executive

Volumn 19, Issue 2, 2005, Pages 81-84

  Paik, Yongsun ^a   Choi, David Y ^a  

^a LOYOLA MARYMOUNT UNIVERSITY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 20444497903     PISSN: 10795545     EISSN: None     Source Type: Journal    
DOI: 10.5465/ame.2005.16963096     Document Type: Article

References (5)

1. For example, IBM or HP would not be considered a "pure consultancy" since they develop and market their hardware and software. Annual statement for the fiscal year ending August 31, 2003.
2. See, Chard, A.M. 1997. Knowledge management at Ernst & Young, Case S-M-291. Graduate School of Business, Stanford University.
3. The amount to date is expected to be substantially larger. The $500 million is based on Hansen, Morten T., Nitin Nohria, and Thomas Tierney. 1999. What's your strategy for managing knowledge? Harvard Business Review, March-April 77(2): 106-117.
4. Lam, Alice. 2000. Tacit knowledge, organizational learning and societal institutions: An integrated framework. Organization Studies, 21(3): 487-514.
5. For example, at DiamondCluster International, consultants head up each KM area and are proactive in motivating others to make submissions.