eThesis - Kauppakorkeakoulun sähköiset gradut

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OBJECTIVES OF THE THESIS

The objective of this thesis is to find out how a comprehensive and coherent knowledge management (KM) system should be developed in an information technology-based professional services firm. The objective was based on the assumption that KM development schemes in knowledge-intensifive companies have to comprise all company strategic, structural and operational parts.

THEORY, RESEARCH METHODS AND PROCESS

The main theories the thesis is based on: the knowledge-based theory of organizational capability, the complexity theory, as well as the theory of dynamic knowledge conversion are described and defined in the research context. Then, the definitions of the main concepts used in this work are explained and their relevance to KM specified. Next, the literary discussion on the main areas of a KM system: KM environment, knowledge sharing and KM processes, as well as KM technological infrastructure and tools follows. The theoretical debate is finalized by the creation of a comprehensive KM system model, which constitutes the framework for the empirical research. In addition,the empirical research dimensions are defined: the extent of knowledge-friendly culture, knowledge and information quality, the relevancy of knowledge sources, the usefulness and suitability of knowledge-sharing methods, as well as the level of users’ satisfaction

The empirical research method incorporates both qualitative and quantitative schemes: discussions and work-shops, interviews, and a survey. The used combination of procedures helps to cater for the complexity of the subject and study KM areas extensively. This section is finalized by the summary of the research results, analysis, and drawing up a development plan for the KM system in the case company.

RESULTS AND CONCLUSIONS

The research showed that knowledge is the main resource of professional services firms and a KM system is as complex as an organization itself. However, it has also been proved that it is possible to develop a KM comprehensive development scheme. The generic nature of KM is exposed and the necessity of deriving KM creation and development projects directly from the company strategy revealed. It has also been made clear that KM system cannot be successfully developed and implemented without clear definitions of KM concepts and KM strategy, the commitment of top management, knowledge-friendly organizational culture, relevant and sufficient training programs, relevant and compatible ICT infrastructure and tools, as well as the alliance of KM functions with business functions. Finally, the value-generation approach to KM in PS firms is suggested.