Hostname: page-component-745bb68f8f-5r2nc Total loading time: 0 Render date: 2025-01-24T06:45:17.606Z Has data issue: false hasContentIssue false
  • English
  • Français

AN EXPLORATION OF KNOWLEDGE MANAGEMENT ACTIVITIES IN MULTIDISCIPLINARY SERVICE DESIGN ORGANIZATIONS

Published online by Cambridge University Press:  19 June 2023

MohammadReza Mirafzal ,
Piyush Wadhera  and
Julie Stal-Le Cardinal
MohammadReza Mirafzal*
Affiliation:
CentraleSupelec University;
Piyush Wadhera
Affiliation:
Sibylone
Julie Stal-Le Cardinal
Affiliation:
CentraleSupelec University;
*
Mirafzal, MohammadReza, CentraleSupelec, France, [email protected]

Abstract

Core share and HTML view are not available for this content. However, as you have access to this content, a full PDF is available via the ‘Save PDF’ action button.

This study aims at revising the history of knowledge management in service design organizations to discover what sources, technologies, tools, and users have been used and how knowledge management may thus help to improve consultants’ performance. Also, this study sheds light on the importance of decomposing knowledge (knowledge-leveling being said in this article) before tackling knowledge management. Moreover, this study provides a real case study investigation of knowledge management in a service design organization. Through this investigation, the authors propose their knowledge-leveling classification model and how knowledge management activities satisfy each class. Thus, the authors showcase the essentiality of knowledge leveling in knowledge management.

Keywords

Knowledge managementService designInformation managementCase study
Type
Article
Information
Proceedings of the Design Society , Volume 3: ICED23 , July 2023 , pp. 525 - 534
Creative Commons
Creative Common License - CCCreative Common License - BYCreative Common License - NCCreative Common License - ND
This is an Open Access article, distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives licence (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is unaltered and is properly cited. The written permission of Cambridge University Press must be obtained for commercial re-use or in order to create a derivative work.
Copyright
The Author(s), 2023. Published by Cambridge University Press

References

Ambos, T.C. and Schlegelmilch, B.B. (2009), “Managing knowledge in international consulting firms”, Journal of Knowledge Management, Emerald Group Publishing Limited, Vol. 13 No. 6, pp. 491–508, https://dx.doi.org/10.1108/13673270910997141.Google Scholar
Apostolou, D. and Mentzas, G. (1999), “Managing corporate knowledge: a comparative analysis of experiences in consulting firms. Part 1”, Knowledge and Process Management, Vol. 6 No. 3, pp. 129–138, https://dx.doi.org/10.1002/(SICI)1099-1441(199909)6:3<129::AID-KPM64>3.0.CO;2-3.3.0.CO;2-3>CrossRefGoogle Scholar
Bell, L., van Waveren, C.C. and Steyn, H. (2016), “Knowledge- Sharing Within the Project-Based Organizsation: A Knowledge-Pull Framework”, South African Journal of Industrial Engineering, South African Institute for Industrial Engineering, Bedfordview, South Africa, Vol. 27 No. 4, pp. 18–33, doi: http://dx.doi.org.ezproxy.universite-paris-saclay.fr/10.7166/27-4-1580.Google Scholar
Bongku, J.J.A. and Kurniawan, Y. (2019), “Designing the Knowledge Management System: A Case Study Approach in IT Consultant Company”, Proceedings of the 2019 3rd International Conference on Graphics and Signal Processing, Association for Computing Machinery, New York, NY, USA, pp. 48–52, https://dx.doi.org/10.1145/3338472.3338473.CrossRefGoogle Scholar
Bukowitz, W.R. and Williams, R.L. (2000), The Knowledge Management Fieldbook, Financial Times/Prentice Hall.Google Scholar
Cheuk, B. and Dervin, B. (2011), “Leadership 2.0 in Action: a Journey from Knowledge Management to ‘Knowledging’”, Knowledge Management & E-Learning, The University of Hong Kong - Faculty of Education, Hong Kong, China, Vol. 3 No. 2, p. 119.Google Scholar
Choo, C.W. (1996), “The knowing organization: How organizations use information to construct meaning, create knowledge and make decisions”, International Journal of Information Management, Elsevier, Vol. 16 No. 5, pp. 329–340.CrossRefGoogle Scholar
Darroch, J. (2005), “Knowledge management, innovation and firm performance”, Journal of Knowledge Management, Emerald Group Publishing Limited, Vol. 9 No. 3, pp. 101–115, https://dx.doi.org/10.1108/13673270510602809.Google Scholar
Davenport, T.H. and Prusak, L. (1998), Working Knowledge: How Organizations Manage What They Know, Harvard Business Press.Google Scholar
Dunford, R. (2000), “Key challenges in the search for the effective management of knowledge in management consulting firms”, Journal of Knowledge Management, MCB UP Ltd, Vol. 4 No. 4, pp. 295–302, https://dx.doi.org/10.1108/13673270010379849.Google Scholar
Agung, Gde, A.A. (2014), “Knowledge management system readiness analysis (Case study at human resource consulting company)”, 2014 2nd International Conference on Technology, Informatics, Management, Engineering Environment, presented at the 2014 2nd International Conference on Technology, Informatics, Management, Engineering Environment, pp. 206–210, https://dx.doi.org/10.1109/TIME-E.2014.7011619.CrossRefGoogle Scholar
Ghosh, S., Amaya, L. and Skibniewski, M.J. (2012), “Identifying areas of knowledge governance for successful projects”, Journal of Civil Engineering and Management, Vol. 18 No. 4, pp. 495–504, https://dx.doi.org/10.3846/13923730.2012.700642.CrossRefGoogle Scholar
Griffiths, P. and Remenyi, D. (2008), “Aligning Knowledge Management with Competitive Strategy: A Framework”, Electronic Journal of Knowledge Management, Vol. 6 No. 2, p. pp51-60-pp51-60.Google Scholar
Lam, W. (2005), “Successful knowledge management requires a knowledge culture: a case study”, Knowledge Management Research & Practice, Vol. 3 No. 4, pp. 206–217, https://dx.doi.org/10.1057/palgrave.kmrp.8500068.CrossRefGoogle Scholar
Lesser, E.L. and Storck, J. (2001), “Communities of practice and organizational performance”, IBM Systems Journal, presented at the IBM Systems Journal, Vol. 40 No. 4, pp. 831–841, https://dx.doi.org/10.1147/sj.404.0831.CrossRefGoogle Scholar
Levallet, N. and Chan, Y.E. (2018), “Organizational knowledge retention and knowledge loss”, Journal of Knowledge Management, Emerald Publishing Limited, Vol. 23 No. 1, pp. 176–199, https://dx.doi.org/10.1108/JKM-08-2017-0358.Google Scholar
Mahmoud, F.Z.M., Mahmoud, A.M. and Ibrahim, J. (2015), “The knowledge management strategies used as a tool within and through strategic consulting firms to increase the organisational performance”, International Journal of Scientific and Research Publications, Citeseer.Google Scholar
Manescau, T. (2022), “Introducing systems approach in companies to consider stakeholders and flows for global value improvement.”, presented at the 24th International Conference on Engineering Design, Under submission.Google Scholar
Martinsons, M.G., Davison, R.M. and Huang, Q. (2017), “Strategic knowledge management failures in small professional service firms in China”, International Journal of Information Management, Vol. 37 No. 4, pp. 327–338, https://dx.doi.org/10.1016/j.ijinfomgt.2017.04.003.CrossRefGoogle Scholar
Mas-Machuca, M. and Martínez Costa, C. (2012), “Exploring critical success factors of knowledge management projects in the consulting sector”, Total Quality Management & Business Excellence, Routledge, Vol. 23 No. 11–12, pp. 1297–1313, https://dx.doi.org/10.1080/14783363.2011.637778.Google Scholar
Mazorodze, A.H. and Buckley, S. (2019), “Knowledge management in knowledge-intensive organisations: understanding its benefits, processes, infrastructure and barriers”, South African Journal of Information Management, AOSIS, Vol. 21 No. 1, pp. 1–6, https://dx.doi.org/10.4102/sajim.v21i1.990.Google Scholar
Nakash, M. and Bouhnik, D. (2020), “Risks in the absence of optimal knowledge management in knowledge-intensive organizations”, VINE Journal of Information and Knowledge Management Systems, Emerald Publishing Limited, Vol. 52 No. 1, pp. 87–101, https://dx.doi.org/10.1108/VJIKMS-05-2020-0081.Google Scholar
Nonaka, I. (1994), “A dynamic theory of organizational knowledge creation”, Organization Science, INFORMS, Vol. 5 No. 1, pp. 14–37.Google Scholar
Nonaka, I. and Takeuchi, H. (1995), The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation - Book - Faculty & Research - Harvard Business School, Oxford University Press, New York.CrossRefGoogle Scholar
O'Leary, D.E. (2015), “Knowledge Management and Enterprise Social Networking: Content vs. Collaboration”, Collaboration (February 1, 2015).CrossRefGoogle Scholar
O'Leary, D.E. (2019), “Enterprise crowdsourcing innovation in the Big 4 consulting firms”, Journal of Emerging Technologies in Accounting, American Accounting Association, Vol. 16 No. 2, pp. 99–118.Google Scholar
Powell, T.H. and Ambrosini, V. (2017), “Espoused versus realized knowledge management tool usage in knowledge intensive organizations”, The International Journal of Human Resource Management, Routledge, Vol. 28 No. 2, pp. 356–378, https://dx.doi.org/10.1080/09585192.2016.1244911.Google Scholar
Putri, C.A. (2021), “Overcoming Project Delivery Delays in A Consulting Firm: A Knowledge Management Perspective”, IPTEK Journal of Proceedings Series, No. 1, pp. 199–206, https://dx.doi.org/10.12962/j23546026.y2020i1.8488.CrossRefGoogle Scholar
Robertson, M. and O'Malley Hammersley, G. (2000), “Knowledge management practices within a knowledge-intensive firm: the significance of the people management dimension”, Journal of European Industrial Training, MCB UP Ltd, Vol. 24 No. 2/3/4, pp. 241–253, https://dx.doi.org/10.1108/03090590010321205.Google Scholar
Sarvary, M. (1999), “Knowledge Management and Competition in the Consulting Industry”, California Management Review, SAGE Publications Inc, Vol. 41 No. 2, pp. 95–107, https://dx.doi.org/10.2307/41165988.Google Scholar
Tiwana, A. (2000), The Knowledge Management Toolkit: Practical Techniques for Building a Knowledge Management System, Prentice hall PTR.Google Scholar
Tsai, A. (2016), “A hybrid model of knowledge management for new service development”, Journal of Systems Science and Systems Engineering, Vol. 25 No. 4, pp. 424–447, https://dx.doi.org/10.1007/s11518-015-5280-2.CrossRefGoogle Scholar
Tseng, S.-M. (2008), “Knowledge management system performance measure index”, Expert Systems with Applications, Vol. 34 No. 1, pp. 734–745, https://dx.doi.org/10.1016/j.eswa.2006.10.008.CrossRefGoogle Scholar
Tserng, H.P., Lee, M.-H., Hsieh, S.-H. and Liu, H.-L. (2016), “The measurement factor of employee participation for Knowledge Management System in engineering consulting firms”, Journal of Civil Engineering and Management, Taylor & Francis, Vol. 22 No. 2, pp. 154–167, https://dx.doi.org/10.3846/13923730.2014.897963.Google Scholar
Van de Ven, A.H. and Johnson, P.E. (2006), “Knowledge for theory and practice”, Academy of Management Review, Academy of Management Briarcliff Manor, NY 10510, Vol. 31 No. 4, pp. 802–821, https://dx.doi.org/10.5465/amr.2006.22527385.Google Scholar
Vu, P.N. and Le, T.V. (2021), “Knowledge Management Model for Construction Design Consulting Companies”, International Journal of Sustainable Construction Engineering and Technology, Vol. 12 No. 5, pp. 232–240.CrossRefGoogle Scholar
Wadhera, P. (2022), “From uncertainty to disruption: university-industry research and development methodologies for mid-sized enterprises”, presented at the 24th International Conference on Engineering Design, Under submission.Google Scholar
Wethyavivorn, P. and Teerajetgul, W. (2020), “Tacit knowledge capture in Thai design and consulting firms”, Journal of Construction in Developing Countries, Universiti Sains Malaysia Press, Vol. 25 No. 1, pp.45–62.CrossRefGoogle Scholar
Wiig, K.M. (1994), Knowledge Management Foundations: Thinking about Thinking-How People and Organizations Represent, Create, and Use Knowledge, Schema Press, Limited.Google Scholar
Wiig, K.M., de Hoog, R. and van der Spek, R. (1997), “Supporting knowledge management: A selection of methods and techniques”, Expert Systems with Applications, Vol. 13 No. 1, pp. 15–27, https://dx.doi.org/10.1016/S0957-4174(97)00019-5.CrossRefGoogle Scholar
Wu, J.-W., Tseng, J.C., Yu, W.-D., Yang, J.-B., Lee, S.-M. and Tsai, W.-N. (2012), “An integrated proactive knowledge management model for enhancing engineering services”, Automation in Construction, Elsevier, Vol. 24, pp. 81–88.Google Scholar
Zack, M.H. (1999), “Developing a knowledge strategy”, California Management Review, Sage Publications Sage CA: Los Angeles, CA, Vol. 41 No. 3, pp. 125–145.CrossRefGoogle Scholar