Supporting knowledge strategy in consulting organizations : codification, personalization or both

This paper reports on results from an ongoing study of the information infrastructure support for organizational knowledge strategy. We assess the applicability and predictions of the widely cited model of Hansen, Nohria and Tierney’s on knowledge strategy and infrastructure support. We do so by means of two case studies that we conducted in the consulting sector. Our findings indicate support for the Hansen et al.’s model as each of the organizations has predominately pursued a knowledge strategy consistent with the model’s predictions. However, we also find that in so doing, organizations can incur significant opportunity costs if either a codification or a personalization knowledge strategy is allowed to predominate to such an extent that it crowds-out the alternative knowledge strategy.