Abstract
Purpose – The paper aims to examine whether the knowledge management practices deployed by a multinational consultancy differ according to the national context in which they are implemented and whether the practices that are deployed are effective in diffusing consultancy knowledge.Design/methodology/approach – The method chosen to explore the questions was a case study of one of the “Big Four” consultancy firms, involving an intensive study of one part of the business operating in the UK and The Netherlands.Findings – The findings revealed strong similarities over the ways in which the case study firm managed its intellectual capital in both the UK and The Netherlands. This convergence in practices supports the notion that consultancies often copy practices that have proved successful in order to avoid uncertainty and the risk of being out of step with their competitors/counterparts. In addition, the results revealed a number of problems with the practices deployed by the firm that arose as a result of t...
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
