Challenges in Internal Knowledge Transfer: A case study of KPMG and Grant Thornton
Independent thesis Basic level (degree of Bachelor), 10 credits / 15 HE creditsStudent thesis
This report investigates the internal knowledge transfer process of consultancy firms on both the organizational and individual levels. Essentially, the creation and application of knowledge yield the key competence for consultancy companies, a large part of which in- volves knowledge transfer. Knowledge transfer is seen as a process of making knowledge available to the organization, allowing others to harvest the full value of it and ultimately creating value for the firm. However, the transfer of knowledge is no simple and linear process; it entails challenges that can impede the process and complicate consultancy com- panies’ daily operations. By being aware of these obstacles, companies can better prepare themselves against them. Therefore, this report seeks to reveal challenges arising on an or- ganizational and individual level for consultancy companies, why they occur and suggest ways to prepare for them. To conduct this study, we have been approaching the topic from a positivist perspective. Two case studies of prominent consultancy companies - KPMG and Grant Thornton - were constructed. The empirical findings were then analyzed and compared to renowned theories in the field: the SECI- model of knowledge conversion by Nonaka & Takeuchi (1991; 1995) and the stage theory of knowledge transfer by Szulanski (1996; 2000). The conclusion of this study is that challenges arising from knowledge transfer in consultancy firms concern individuals and time. Therefore, these two resources should be taken into account at all times.
Place, publisher, year, edition, pages
2014. , 61 p.
Knowledge transfer, knowledge management
IdentifiersURN: urn:nbn:se:hj:diva-23833OAI: oai:DiVA.org:hj-23833DiVA: diva2:719508
KPMG and Grant Thornton
Subject / course
IHH, Business Administration