Abstract
This paper reports a case study of a knowledge sharing culture in a large Australian consulting firm, Deloitte. An exploratory study was conducted to examine the extent to which knowledge sharing behaviour occurs within Deloitte and its relationships with the firm's core values, structures and practices. The study identified widespread knowledge sharing behaviour as demonstrated by a high degree of communication and collaboration activities. It also identified the firm's core values and corresponding procedures that cultivated trust, redundancy, staff empowerment, motivation and remuneration. Structures and practices were also found to convey a high degree of leadership commitment and provision for continuous learning.
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