Knowledge Management Strategy of a Professional Services Firm - A Case Study of KPMG Taiwan Assurance Practice
Aaron C. H. Wei
|關鍵字:||知識管理;核心能力;競爭優勢;knowledge management;core competence;competitive advantage|
The business of professional service firms like accounting firms is basically value creation for clients through services provided by professionals using knowledge, experience and information. New clients and business are developed and created by talented people with their wisdom and experience. It is very appropriate for this industry to apply the old saying that knowledge is an asset and teamwork creates power. This study intends to explore how a leading professional services firm deploys a knowledge management (KM) strategy to cultivate people, face competition, and improve performance using an in-depth case study. Thanks to the generous support of several partners and managers of KPMG Taiwan, this study uses information derived from interviews with relevant people, analysis of information relating to KM programs and activities, and personal participation in the development process and usage of the wired knowledge sharing system. The results are contrasted with information collected from a review of past literature to arrive at conclusions. This study reveals that the wired KM system has become an indispensable tool in the daily work of the firm’s Assurance service professionals. The firm’s strategy is mainly a codification approach. Advanced information and communication technologies are used to establish an infrastructure on which internal and external knowledge, experience and information are collected, researched, codified into searchable documents, and put into the system for sharing by a dedicated team of professionals using a pre-designed context and content structure. The Assurance service professionals repetitively use this system coupled with a mobile office and hoteling office design to gain benefits of leveraging specialist knowledge, economy of scale, and faster speed. Since the launch of the system in 1998, it has positively affected personal growth, business performance, client satisfaction, and risk management. Furthermore, comprehensive training programs and a client engagement management system also constitute a major part of the firm’s KM activities. However, there is a lack of a formal program to explore the cross-engagement knowledge-sharing and integrate it with the wired system. Also, the firm may consider integrating the departmental information management system and sharing relevant knowledge across departments, and raising the level of knowledge being managed to meet the needs of partners by relating it to the firm’s strategic objectives.
|Appears in Collections:||Thesis|