Within the professional services sector, such as consulting, an employee’s knowledge of the industry in which the organisation operates, is key to the success of that firm. This knowledge is applied to the clients problems encountered in order to develop specific answers and solutions to these problems (Browning, Edgar, Gray, & Garrett, 2009; Teo, Lakhani, Brown, & Malmi, 2008). This knowledge is also the organisations competitive advantage and must be harnessed as an asset (Aït Razouk, Bayad, & Wannenmacher, 2009) to ensure its most effective use. Harnessing or managing this knowledge can be difficult as knowledge in itself is an abstract, complex notion that can be both tacit and explicit and exists at all levels from the individual to the organisation (Thite, 2004). Knowledge is also a personal attribute and part of the management of this knowledge is the management of the human beings that possess it (citation needed if any).
But what is knowledge and what types of knowl...
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Minbaeva, D. B. (2008). HRM practices affecting extrinsic and intrinsic motivation of knowledge receivers and their effect on intra-MNC knowledge transfer. International Business Review, 17(6), 703-713.
Soliman, F., & Spooner, K. (2000). Strategies for implementing knowledge management: role of human resources management. Journal of Knowledge Management, 4(4), 337-345.
Teo, S. T., Lakhani, B., Brown, D., & Malmi, T. (2008). Strategic human resource management and knowledge workers: A case study of professional service firms. Management Research News, 31(9), 683-696.
Thite, M. (2004). Strategic positioning of HRM in knowledge-based organizations. The Learning Organization, 11(1), 28-44.
Taminiau, Y., Smit, W., & de Lange, A. (2009). Innovation in management consulting firms through informal knowledge sharing. Journal of Knowledge Management, 13(1), 42
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