Price Waterhouse Coopers and Lybrand and merged in July 1998, creating one of the largest full-service professional organization in the world. This case is a study of how two large organizations together global knowledge base that will facilitate communication and coordination within the PricewaterhouseCoopers (PwC) practice. After all, this is a knowledge base that will be available to customers PwC. We discuss the changes, challenges, and problems in PwC in building its Intranet, called KnowledgeCurve, knowledge management system, which includes all of the assets (knowledge, people skills) of the company that will be used by the firm. For an organization to be successful, it is critical to PwC encourage users to fully utilize the available resources and provide information for KnowledgeCurve. At the time this case was written, PwC is in the early stages of building your global knowledge of the curve, which will eventually serve the entire practice. Limitations in the use of the global curve of knowledge led to the development of knowledge of the curve at each office level, which includes the knowledge and information that is important to the local level. "Hide
by Ali F. Farhoomand, Marissa McCauley, Peter Lovelock, Minako Fukagata Source: University of Hong Kong, 17 pages. Publication Date: January 1, 2000. Prod. #: HKU095-PDF-ENG
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