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Published by: Asia Case Research Centre, The University of Hong Kong
Published in: 2001

Abstract

Price Waterhouse and Coopers & Lybrand merged in July 1998 creating one of the world''s largest full-service professional organisations. This case provides a study of how two major organisations are putting together a global knowledge base that would facilitate communication and co-ordination within the PricewaterhouseCoopers (PwC) practice. Eventually, this knowledge base would be made available to PwC clients. The case discusses the changes, issues and challenges at PwC in building its Intranet, called KnowledgeCurve, a knowledge management system that incorporates all the assets (knowledge, people skills) of the company to be utilised by the firm. In order for the organisation to be successful, it is crucial for PwC to encourage the users to fully utilise the available resources and to contribute information to the KnowledgeCurve. At the time this case was written, PwC is in its initial stages of setting up its Global Knowledge Curve that would ultimately serve the whole practice. The limitations in using the Global Knowledge Curve led to the creation of Knowledge Curve at each office level which incorporates knowledge base and information important to the local level. The teaching note was written by AF Farhoomand and M McCauley.
Other setting(s):
2000

About

Abstract

Price Waterhouse and Coopers & Lybrand merged in July 1998 creating one of the world''s largest full-service professional organisations. This case provides a study of how two major organisations are putting together a global knowledge base that would facilitate communication and co-ordination within the PricewaterhouseCoopers (PwC) practice. Eventually, this knowledge base would be made available to PwC clients. The case discusses the changes, issues and challenges at PwC in building its Intranet, called KnowledgeCurve, a knowledge management system that incorporates all the assets (knowledge, people skills) of the company to be utilised by the firm. In order for the organisation to be successful, it is crucial for PwC to encourage the users to fully utilise the available resources and to contribute information to the KnowledgeCurve. At the time this case was written, PwC is in its initial stages of setting up its Global Knowledge Curve that would ultimately serve the whole practice. The limitations in using the Global Knowledge Curve led to the creation of Knowledge Curve at each office level which incorporates knowledge base and information important to the local level. The teaching note was written by AF Farhoomand and M McCauley.

Settings

Other setting(s):
2000

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