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The Shortcomings of a Standardized Global Knowledge Management System: The Case Study of Accenture
Yongsun Paik and David Y. Choi
The Academy of Management Executive (1993-2005)
Vol. 19, No. 2 (May, 2005), pp. 81-84
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/4166177
Page Count: 4
You can always find the topics here!Topics: Knowledge management, Asians, Consulting services, Management consulting, Project management, Regional dialects, Business structures, Databases, International financial management, Global corporations
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This study examines the global knowledge management (KM) experiences of Accenture, a pioneer in organization-wide KM efforts. We interviewed 18 KM managers and consultants in its U.S. and East Asian offices. We found that despite its significant efforts, Accenture was falling short of fully harnessing and transferring management knowledge across its global organization. Our study indicates that Accenture's global KM strategy, based on its "one global firm" vision, did not make sufficient considerations for local or regional challenges. Accenture was unsuccessful in motivating its East Asian consultants to contribute to KM by failing to show appreciation for their knowledge. Furthermore, Accenture appeared not to have provided adequate support for addressing cross-cultural challenges. Finally, its push for a standardized global KM practice made insufficient allowances for its local offices to address their own needs.
The Academy of Management Executive (1993-2005) © 2005 Academy of Management