The shortcomings of a standardized global knowledge management system: The case study of Accenture
研究埃森哲全球知识管理实践，发现其标准化策略未能充分考虑地区差异，导致东亚员工参与度低、跨文化支持不足。
Executive Overview This study examines the global knowledge management (KM) experiences of Accenture, a pioneer in organization-wide KM efforts. We interviewed 18 KM managers and consultants in its U.S. and East Asian offices. We found that despite its significant efforts, Accenture was falling short of fully harnessing and transferring management knowledge across its global organization. Our study indicates that Accenture's global KM strategy, based on its “one global firm” vision, did not make sufficient considerations for local or regional challenges. Accenture was unsuccessful in motivating its East Asian consultants to contribute to KM by failing to show appreciation for their knowledge. Furthermore, Accenture appeared not to have provided adequate support for addressing cross-cultural challenges. Finally, its push for a standardized global KM practice made insufficient allowances for its local offices to address their own needs.