Knowledge management for independent high-tech consulting planning.

摘要

High tech consultants have always had to keep abreast of high tech innovations to decide how to develop their own skills to meet the ever-changing demands of their customers and potential customers. The fast-emerging discipline of knowledge management is assisting large companies to make better decisions and identify best practices, helping them to keep ahead and grow as technology rapidly changes. Those invested in knowledge management claim that they are reaping the benefits. CFOs often find it difficult to measure the benefit their companies' are reaping because there are no general tools for measurement that can be used across companies to provide competitive comparisons. In fact, all methodologies and tools for effectively performing knowledge management are in their infancy. The study sought to determine whether a knowledge management toot of thought could be used effectively by independent high tech consultants to assist them in planning their consulting.; Tools such as the SCRAM (Chavez 1997) framework developed by Tom Chavez at Stanford University in 1997 have offered enhanced decision-making capabilities that build the knowledge needed for making and evolving plans for high tech manufacturing. The SCRAM framework offers a tool of thought that may be generalizable to other high tech efforts such as knowledge building for independent high tech consulting planning.; The dissertation researches decision-making, knowledge management, planning, the SCRAM framework, management concepts, and independent consultants that work in independent high tech consulting firms. The information from the literature search is used to develop a new sublevel within the SCRAM framework that is intended to adapt the SCRAM framework for effective use in independent high tech consulting planning. The new sublevel is called the KAPsagacity model.; A survey of independent consultants found that the consultants perceived that 14 of the components of the KAPsagacity model could help them in planning their consulting. Four of the components refer to the necessity for clearly defining terms used in planning and decision-making. Five of the components suggest categorizing information into basic distinctions that give insight into decisions and plans. The last four components promote evolving a library of knowledge maps and knowledge artifacts for reuse in future planning and decision-making.; The study makes a contribution to the field of management by making an initial investigation into knowledge management for small independent consulting companies, an investigation that had not yet been attempted. The investigation developed the KAPsagacity model within the SCRAM framework, adapting it for use by independent consultants wishing to do better planning. An additional contribution came from expanding the SCRAM tool, originally developed as a decision analysis tool, to include concepts of knowledge management such as supporting development of knowledge organizations by making a paradigm shift to a knowledge culture or knowledge economy. The KAPsagacity model supports the use of audits and measurements along with other company processes to evolve knowledge over time, with the goal of enhancing both core competence and organizational profits from development of a knowledge organization.