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ing market, this competitor continued to fund its own KM system, in large part
because it provided direct benefits to those making financial decisions about its
future. The axiom “Follow the money” continues to ring true.REFERENCES
Alavi, M. (1997). KPMG Peat Marwick U. S.: One giant brain (Case Study No. 9-397-
108). Boston: Harvard Business School.
Bartlett, C. (1996). McKinsey & Company: Managing knowledge and learning (Case
Study No. 9-396-357). Boston: Harvard Business School.
Chard, A.M. (1997). Knowledge management at Ernst and Young (Case Study No. M-
291). Palo Alto, CA: Stanford University.
Maister, D.H. (1997). Managing the professional services firm. New York: Free Press.
Reimus, B. (1997). Knowledge sharing within management consulting firms. Retrieved
June 14, 1999, from http://www.kennedyinfo.com/mc/gware.html
Sarvary, M. (1999). Knowledge management and competition in the consulting industry.
California Management Review, 41(2), 95–107.Additional Sources
General Readings on KM:http://www.KMWorld.com - KM World Magazine
http://www.km-forum.org/ - The Knowledge Management Forum
http://www.cio.com/research/knowledge/ - CIO Magazine KM Research CenterSpecific readings on KM sustainability:Rich, E. (1998, July 20–23). Limits to groupware-facilitated organizational learning in a
consulting firm. Paper presented at the Proceedings of the Sixteenth International
Conference of the System Dynamics Society, Quebec City, Canada.
Rich, E., & Duchessi, P. (2004, January 5–8). Modeling the sustainability of knowledge
management programs. Paper presented at the Proceedings of the Hawai’i Inter-
national Conference on System Sciences, Big Island, HI.