TABLE OF CONTENTS It was found that QS firms have good systems for storing data and information, but do not have a systematic method of managing their knowledge. Although databases and company libraries are commonly used, these can only provide information for the user, and may not help the employee in making decisions or judgements. Some useful KM skills are not applied frequently, such as lessons learned, project review interviews and knowledge-sharing space, so that most knowledge cannot be captured and reused effectively.
It is suggested that QS firms adopt KM skills instead of just managing information only. Lessons learned, project review sessions, knowledge-sharing space and peer tutoring are effective means to capture and transfer knowledge. As the organizational and human capital increase, the company s competitiveness can be sustained and further increased. An organizational learning atmosphere should also be created: as employees actively acquire and share knowledge, their expertise will be enhanced and service quality will improve. In addition, QS firms should emphasize both technology-centred and people-centred KM approaches, as an imbalance can send the wrong message to their employees.
The survey found that most QSs cannot acquire all the knowledge they need from their work, even within their own expertise. It is suggested that QS firms conduct an internal survey to identify the needs of their employees, and strengthen the training for employees to enrich their professional knowledge, especially that which is unique to particular employees. It is...
