Knowledge management model: practical application for competency development

Purpose – This paper seeks to present a knowledge management (KM) conceptual model for competency development and a case study in a law service firm, which implemented the KM model in a competencies development program. Design/methodology/approach – The case study method was applied according to Yin (2003) concepts, focusing a six‐professional group involved in CDA. Data were collected at the beginning of the program and 12 months later from the following sources: interviews with CDA participants, direct and participative observation and documents/organizational statements analysis. Findings – The paper finds that, after 12 months, CDA participants presented performance improvements that were not registered in four years of traditional training practices. The experience showed that, more than developing competencies, the method can accelerate time for competencies development. Research limitations/implications – The paper shows that the KM model implementation in a small and more easily controlled group may have favoured the positive results. Studies are continuing to analyse the program over a longer period of time during which it will be possible to evaluate the enlargement in the program's range. Besides, two case studies involving a larger scale are already running. Originality/value – The need for quick responses to the intricacy of the ever‐changing environment leads organizations to greatly rely on individuals' knowledge and competencies, which have been increasingly considered key resources for competitive advantage. The model may help companies under the pressing need to foster human and organizational competencies development, mainly service firms which produce human knowledge itself.