Can PA Consulting Group harness their human and technological assets to make knowledge-sharing a reality?
Knowledge-Sharing Activities Dissertation – The sharing of knowledge within a multi-disciplinary consultancy is an ominous task with many obstacles. Key factors including bonus schemes, the business model, staff motivation and technology are central to the successful adoption of knowledge-sharing activities and it was the examination of these factors and their influence within PA Consulting Group that provided the basis for this dissertation. The business problem identified within the company was split into two areas namely the misuse and inefficiency of PA’s corporate Intranet site and accompanying search engine, as well as the resistance of consultants to share knowledge with their peers.
A combined methodology consisting of primary and secondary data together with participant observations provided the research base to investigate the business problem and test some of the theories put forward by prominent academics in the knowledge-sharing arena. The findings highlighted three distinct factors, which influenced the staff member’s motivation and their willingness to share, namely the sales focussed bonus scheme, a lack of management recognition and lack of incentive through annual objectives. Results also found a large number of consultants who were dissatisfied with the lack of uniform procedure for uploading documents onto KnowledgeNet (KNet) as well as the inaccuracies that plagued the search engine functionality.
In conclusion, the factors inhibiting knowledge-sharing were primarily human based (soft) including trust, motivation and culture and are largely a result of PA’s business model. It was recognised that technology should only facilitate sharing, not be the driver behind sharing activity, something that PA were found to be guilty of. However effective a Knowledge-sharing initiative may be, it must first fit in with a company’s business model. But what happens when a business model is focused mainly on tangible benefit and is structured in a way that offers little reward or recognition for intangible knowledge-sharing activities? How are knowledge-sharing initiatives and more importantly staff members, affected when the rewards scheme focuses solely on performance related?
The dissertation will look at the rewards and incentives dictated by the business model and investigate their affect on knowledge-sharing within the company. Through primary data as well as academic models, my investigation will address the following questions:
- Can a consulting environment facilitate sharing
- Do people really share knowledge and if not why
- What challenges do PA face when trying to encourage a sharing culture
- Can these issues be addresses purely by technology
- 15,000 words – 132 pages
- Excellent use of literature
- Many Business and IT models used
- Good analysis of subject area
- Ideal for business IT and HRM students
Aims and Objectives
2: An Industrial Analysis
Who is PA?
Analysis Method – Mckinsey’s 7 S Framework
Global Sales System
Reward and recognition systems
Selfless and team orientated
Seeking to Excel
Analysis Method – SWOT Analysis
Current environment – Opportunities and Threats
The threat of competition
Market share – Opportunity
3: Theoretical Framework
Introduction to the Concept of knowledge Management
Data, Information and Knowledge
Types of Knowledge
The four modes of Knowledge Conversion
What are human assets?
The knowledge market
The knowledge Community
4: Analysis of Technical Problems
Uploading and Searching
The Problems with SiteServer
5: Research Methods and Source of Data
Overview of Selected Research Methods
Types of Data – Primary and Secondary
Semi structure qualitative interviews
6 Results and Findings
Qualitative Managerial Responses (Managerial Interviews)
Knowledge Management Initiative at PA Consulting Group
Knowledge-sharing Theory Vs Practice
Incentives for sharing
Searching for a Solution
KNet efficiency / Technical capabilities
The Process of Acquisition
PA Culture for Sharing
7: Analysis and Discussion
Contributing explicit knowledge
Motivation and inhibitors towards sharing explicit and tacit knowledge
Can a Consulting Environment Facilitate Sharing?
Do People Really Share Knowledge and If Not Why?
Can PA Encourage a Sharing Culture?
What Role Should Technology Play?
Future Direction of PA