A study of knowledge culture in the consulting industry

Abstract

PurposeThe purpose of this paper is to identify the values that make up a knowledge‐friendly culture in the consulting industry, in which the implementation of in‐house knowledge management (KM) projects has positive performance outcomes.Design/methodology/approachAn exploratory analysis and a structural equation model were used on a sample of 100 knowledge workers (managers and internal KM project managers) in the consulting sector.FindingsThe results of this study indicate that the values identified (trust, transparency, flexibility, collaboration, commitment, honesty and professionalism) bear a close positive relation to the success of the KM project implementation (innovation, employee satisfaction, capabilities, quality and productivity). These values are divided into three groups.Research limitations/implicationsThis research focuses on the consulting industry in Catalonia, Spain; further research will be required in order to apply the findings to other countries in the world.Practical implicationsThe study provides a better understanding of the cultural success factor in knowledge management initiatives. It offers a significant and practical advance in terms of systematizing KM in organizations.Originality/valueKnowledge management plays a crucial role in consulting companies, so it is necessary to determine the factors that contribute to its success, and particularly the factor of knowledge culture. However, few empirical studies have analyzed these values. The paper's main contribution is therefore identification of the core values of a knowledge‐friendly culture and their impact on performance.