József Poór, Eric Sanders J., Gergely Németh, Erika Varga (eds)

Management Consultancy in Central and Eastern Europe

Consultancy in a Global Context

IT Support for Knowledge Management

Planning a meaningful IT support for the operation of a system assumes a KM strategy that is adequate for the corporate strategy. One of the first and foremost tasks of a relevant consultant to determine the IT support of KM is to explore the conceptual understanding of knowledge within the client organization and identify organizational processes that can be associated with KM. Ideally, the organization that hires the consultant has an established knowledge management strategy and definitions can be derived from it. Because this is only a rare occurrence, the consultant will often need to clarify the local interpretation of the KM core concepts and, as far as possible, make a broad circle of the employees, especially the key members of the organization, adopt the formulation. In other words, the local interpretation of the concept of knowledge is an integral part of the culture of the organization. Understanding organizational culture is essential: for example, there is little point in developing a knowledge-gathering IT system where employees are disinterested or unwilling to share their knowledge. By clarifying the basic concepts, it is possible to concretize the processes that manage knowledge and, more precisely, define the processes interpreted in the given organization. In the Jashapara model (Jashapara, 2011), knowledge-related processes follow cyclically in the order of mapping, development, codification, transfer, use, and evaluation. There are other process models as well (Dalkir, 2011); structuring KM processes can also be seen as part of organizational culture.

Management Consultancy in Central and Eastern Europe

Tartalomjegyzék

Kiadó: Akadémiai Kiadó

Online megjelenés éve: 2022

ISBN: 978 963 454 704 4

Gazdaság Menedzsment

Have you always wondered how to learn the essentials of international management consulting in just a short time, even if you have never received formal management consultancy training before?

Take this book to gain an in-depth understanding of the profession in a global context and further develop your management consulting skills to enhance your career – wherever you are along your career path!

By reading through this brilliant summary of international management consulting and appreciating the various aspects of the profession, you can master the steps of the consulting process, learn to lead and manage consulting organisations, understand the essence of strategic consulting and change management, develop your competencies in business process and IT consulting and acquire new methods of leadership development. You can also find the relevant tools, if you wish to enhance your competencies in knowledge management or leading turnaround projects.

The book provides an overall picture of the current trends in the global and regional consulting market and illustrates the international scene by specific cases from more than eight CEE countries as well as generic ones to improve the effectiveness of learning through practical examples.

The final chapter entitled ‘Quo vaditis, Consultant?’ seeks answers to the question we are all anxious to see more clearly about, i.e. which way the consulting profession is likely to develop in the future.

Read the book today and benefit from the wealth of knowledge and practical tips to further enhance your professional success in global management consulting!

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