The Process of Converting Consultants' Tacit Knowledge to Organisational Explicit Knowledge: Case Studies in Management Consulting Firms

Abstract

Management consulting firms are typical examples of knowledge-intensive organisations in which the consultants’ knowledge, in particular tacit knowledge, is critical to the success of the firms. The firm’s success depends on its continuous effort to retain the consultant’s tacit knowledge. This chapter will explore the conversion processes of consultants’ tacit knowledge to the organisational explicit knowledge by focusing on how organisational structure, culture and information technologies support the conversion processes. For the purpose of this study, Nonaka and Takeuchi’s (1995) spiral evolution knowledge conversion model will be revisited. To address the issue, three case studies on management consulting firms in Australia were conducted. Findings of research will report on the respondents’ perception of the importance of tacit knowledge and conversion of consultants’ tacit knowledge to organisational explicit knowledge with reference to organisational structure, culture and information technology. From the findings, the researcher will establish the so-called guidelines for converting such knowledge and, hence, propose a suggestion for future research.