Analysis of interrelations between business models and knowledge management strategies in consulting firms

Knowledge is an important matter for consulting firms − as a resource, as a product or service, and as a trigger for internal value creation processes. Therefore, a strategy for management and utilisation of knowledge in its different state is needed. It is sensible to assume, that this strategy is strongly influenced by a respective consulting firm’s business model. This paper provides an analysis of the interrelation between business model and Knowledge Management strategy. Four determinants are defined to allow a detailed description of different Knowledge Management strategies. Methods and techniques of Knowledge Management are subsumed under these determinants. The use of these methods determine, whether a Knowledge Management strategy is dominated by central or de-central elements. This article describes different types of business models and derives recommendations for corresponding Knowledge Management strategies. Case studies of four 

• Type: Conference
• Year: 2003
• Where: ECIS
• Authors: Sven Grolik, Dirk Kalmring, Dietrich Lehner, Chiara Frigerio
• Keywords: Business Models, ECIS 2003, Information Technology, Knowledge Management, Knowledge Management Strategy