The shortcomings of a standardized global knowledge management system: the case of Accenture

Article Abstract:

The global knowledge management efforts of Accenture are examined. It is observed that the organization has not made room for regional and cultural differences. Consequently, it has failed in its efforts with East Asian consultants on knowledge management because it did not give recognition to their knowledge based on local conditions. Accenture's failure in managing cross-cultural challenges has proved that standardized global knowledge management system must be altered as per regional conditions.

Management and Public Relations, Consulting services, Bermuda, Accenture Ltd., ACN

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Applying knowledge management concepts to the supply chain: how a Danish firm achieved a remarkable breakthrough in Japan

Article Abstract:

Japanese distribution system is one that varies a lot from Western supply chain. In fact, the entire business process and market in Japan differs from Western way of functioning. Rosendahl, a Danish firm manufacturing watches, vases, porcelain products, cutlery and kitchenware etc., overcame these cultural differences and established a knowledge transfer system useful for its cross country business to business transactions. The strategies used by Rosendahl are discussed.

Japan, Netherlands, General services, Misc. Fabricated Textile Products, Home furnishings industry, Business-to-business market, Business to business market, Logistics

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Five steps to creating a global knowledge-sharing system: Siemens' ShareNet

Article Abstract:

The five strategic steps adopted by electronic giant, Siemens for successfully implementing a knowledge-sharing system are discussed. The measures encompass Siemens operations all over the globe. These steps overcome the constraints of organizational and cross-cultural factors in transferring management knowledge.

ELECTRONIC & OTHER ELECTRIC EQUIPMENT, Germany, Electronics industry, Siemens AG

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