Applying a Market-Based Approach to the Development of a Sharing-Enabled KM Model for Knowledge-Intensive Small Firms

Abstract

In this paper, we draw on the knowledge market analogy and integrate the considerations of organizational culture and attributes, knowledge management (KM) guiding principles and continuous learning-based systems development into the design of a model for KM initiatives. This model has been implemented in a small medical consulting firm for its KM initiative. The successful implementation of this model indicates the possible applicability of our model to other knowledge-intensive small firms and the feasibility of applying the same concepts used in larger KM implementations to small companies.

Keywords:

• knowledge components
• knowledge intensive firms
• knowledge management
• knowledge market
• continuous-learning model
• sharing-enabled KMS development process

Notes

1. “Knowledge market” is a term proposed by Davenport & Prusak (1998) for describing the forces that power the movement (or transactions) of knowledge through an organization. Knowledge market is a “quasi market”, since its transactions cannot be enforced by formal contracts. In this market, participants conduct knowledge transactions for present or future value.

KPMG. (2003) Insights from KPMG's European Knowledge Management Survey 2002/2003.

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