report from a case study on the development of organisational learning capacity
This paper explores how management consultants share knowledge amongst different countries and offices through an empirical study of management consultancy. We propose that an understanding of knowledge sharing across countries and offices is to be combined with theories from the field of organisational learning. The paper show that knowledge sharing is just as much about processes ‘around’ work (e.g. the interactions in a project group) than the actual knowledge ‘about’ work indicating that knowledge sharing amongst management consultants is situated and negotiated rather than fixed, and that the enactments of organisational learning possibilities takes place as processes of both organising and learning.