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The Effects of a KM Strategy on KM Performance in Professional Services Firms

Reimar Palte, Michael Hertlein, Stefan Smolnik, Gerold Riempp

Source Title: International Journal of Knowledge Management (IJKM)7(1)

ISSN: 1548-0666|EISSN: 1548-0658|EISBN13: 9781613508190|DOI: 10.4018/jkm.2011010102

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MLA

Palte, Reimar, et al. "The Effects of a KM Strategy on KM Performance in Professional Services Firms." IJKM vol.7, no.1 2011: pp.16-34. http://doi.org/10.4018/jkm.2011010102

APA

Palte, R., Hertlein, M., Smolnik, S., & Riempp, G. (2011). The Effects of a KM Strategy on KM Performance in Professional Services Firms. International Journal of Knowledge Management (IJKM), 7(1), 16-34. http://doi.org/10.4018/jkm.2011010102

Chicago

Palte, Reimar, et al. "The Effects of a KM Strategy on KM Performance in Professional Services Firms," International Journal of Knowledge Management (IJKM) 7, no.1: 16-34. http://doi.org/10.4018/jkm.2011010102

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Abstract

Knowledge management (KM) is a critical issue in professional services firms (PSFs). Many researchers define a KM strategy as a crucial driver of KM success in corporations. Research demonstrates that there is a positive relationship between KM strategy and the performance of KM processes, which are both closely related to KM success. In the longitudinal benchmark survey presented in this paper, based on an integrated KM framework and focusing on PSFs, the authors found evidence of such an effect, that is, KM strategy’s impact on KM success.

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The Effects of a KM Strategy on KM Performance in Professional Services Firms

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