Back to search
award

Managing Knowledge at Booz-Allen and Hamilton: Knowledge On-Line and Off (A)

By Charles Galunic,  John R. Weeks
Published 01 Aug 1999
Reference 4846
Topic Leadership & Organisations
Industry Consulting
Region Global
Length 19 page(s)
Inspection copy
Teaching note
6.00
Add to cart
popular
Prizes & Awards

Winner of 2003 European Case Awards, Human Resource Management / Organisational Behaviour Category

Winner of 2001 EFMD Case Writing Competition

Summary

Case A: The authors believe that knowledge management is a convergence of at least three factors: an appreciation of knowledge issues, the availability of sophisticated IT technology, and the managerial competence to suitably craft jobs and culture. This case takes the reader through the experiences of Booz-Allen & Hamilton in crafting their knowledge system and dealing with these factors.

Teaching objectives

Case A: This case presents a good example of how a knowledge management system is crafted and implemented and the human/cultural adaptations needed to make it work. It also suggests some failings and unresolved issues of knowledge management.

Keywords
  • Knowledge management
  • Culture
  • Consulting
Related case to use with this case

Managing Knowledge at Booz-Allen and Hamilton: Knowledge On-Line and Off (B)

By  John R. Weeks,  Charles Galunic,  Joris Beerens,  Robert Oushoorn

    Add to cart
    About the authors
    Galunic

    Charles Galunic

    Professor of Organisational Behaviour
    Weeks

    John R. Weeks


    Recommended Cases

    Knowledge Management at Arthur Andersen (Denmark): Building Assets in Real Time and in Virtual Space

    By  Soumitra Dutta,  Arnoud De Meyer
    Add to cart

    • Reference 4653

    • Published 01 Mar 1997

    • Length 20 page(s)

    • Topic Strategy

    • Region Europe

    Knowledge Management lies at the core of Arthur Andersen’s competitive advantage. This case describes how Arthur Andersen leverages its worldwide knowledge and best practices in an unrivalled manner. There is a specific focus within the case on Arthur Andersen’s unique culture of teamwork and use of advanced groupware systems.
      View case

      Xerox: Building, Sustaining and Monetizing Knowledge Management (2003)

      By  Soumitra Dutta,  Luk Van Wassenhove,  Anne-Laure Fayard,  Patricia Reese
      Add to cart
      Xerox has been developing and implementing knowledge management (KM) systems since 1996 and has continued to do so despite the company's hard times and KM's tarnished image following the dotcom bust. Xerox wagered that 'knowledge' was the natural, higher role for 'the document' in the workplace, and the bet is paying off.
        View case

        Managing Projects in Decentralised Organisations: Tracking Humanitarian Fleets

        By  Orla Stapleton,  Alfonso Pedraza Martinez,  Luk Van Wassenhove
        Add to cart
        Managing projects in decentralised organisations is challenging. IHO is a medium-sized international humanitarian organisation. To improve fleet management in IHO, the goal is to implement vehicle tracking technology. A successful pilot project is followed by a failed rollout. The case examines the managerial and organisational issues affecting the project’s performance.
          View case