Turning knowledge into value in professional service firms

Turning knowledge into value in professional service firms

Forstenlechner I., Lettice, F., Bourne, M. and Webb, C. (2007). Turning knowledge into value in professional service firms. Performance Measurement and Metrics, Volume 8, Issue 3, p. 146 - 156

Abstract:
Purpose – The purpose of this paper is to present and discuss the findings of research into the value perception of knowledge management among lawyers and staff from among the top ten global law firms.

Design/methodology/approach – Interviews were conducted with lawyers as well as knowledge management (KM) service providers within the selected law firms. The results were then analysed by statistical means and compared to previous findings in literature. The methodology is inspired and broadly based on a research paper into the value perception of information by Broady-Preston and Williams.

Findings – The findings are that respondents showed strong support for the value of KM to law firm success through concepts such as improved efficiency, quality and other drivers for better performance.

Research limitations/implications – The survey in the paper itself was limited to the top ten global law firms and is therefore not representative of the entire professional service sector or the law firm sector.

Practical implications – The results in the paper indicate strong support from the internal customer side for the notion of KM adding value to the business of a law firm.

Originality/value – Prior to this paper there has been little research into the value perception of knowledge management within the professional service environment.

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Cultural differences in motivating global knowledge workers

Cultural differences in motivating global knowledge workers

Ingo Forstenlechner, Fiona Lettice. Equal Opportunities International. Patrington: 2007. Vol. 26, Iss. 8; p. 823

Abstract (Summary)

Purpose - The purpose of this paper is to present and discuss the findings of research into the different means of motivating knowledge workers to participate in and contribute to knowledge exchange and creation.

Design/methodology/approach - A survey was conducted among more than a quarter of the 2,500+ strong lawyer multinational law firm with 25+ offices in 15+ countries and analysed to provide insight into the differences on motivation and value perception across the cultural dividing lines. The results were analysed at regional level as well as organisational/generation level and analysed by statistical means and descriptive statistics. The key outcomes were analysed against literature to provide an in-depth understanding on how to foster knowledge sharing.

Findings - Respondents showed distinct reactions towards the means to motivate them to share knowledge. Career prospects, authority, provision of charge codes, recognition among peers or one-time incentives have a very diverse impact around the world.

Research limitations/implications - This survey itself was limited to one law firm. Thus, even though this firm is among the largest three firms in the world and considered a leader in knowledge management, this research is therefore not representative of the entire professional service sector or the law firm sector.

Practical implications - The results have been used within the case study organisation to improve the efficiency in motivating lawyers to share knowledge and lessons can be drawn for comparable organisations operating on a global scale.

Originality/value - Prior to this paper there has been little research into the motivation of global knowledge workers within the professional service environment.

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Measuring knowledge in the new product development process

Measuring knowledge in the new product development process

Fiona Lettice, Norman Roth, Ingo Forstenlechner. International Journal of Productivity and Performance Management. Bradford: 2006. Vol. 55, Iss. 3/4; pg. 217, 25 pgs

Abstract (Summary)

The purpose of this study is to present a measurement framework to capture the importance of the use of knowledge within the new product development (NPD) process. A literature review enabled 200 product development measures to be compiled. These were categorized into six dimensions: stakeholder contribution, operating context, reuse, invention, exploitation, and NPD performance. Four companies applied selected measures and assessed the cube for its ability to improve measurement and management of their NPD process. This process refined the approach. A Web-based questionnaire (with 130 responses) assessed how a wider population perceived their performance and capability to measure performance in each of the six dimensions. Respondents consider themselves capable of delivering good products and services, but are less confident in their ability to manage and measure knowledge reuse, invention and exploitation activities.

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