Based on his already long professional career the author asked himself what knowledge management would mean for the knowledge-intensive business services firms where there was a traditional tendency to view knowledge as an object instead of a process of knowing.Through three successive experiments of intervention-research – managing a software house, leading a supplier of packaged software or running a shared services centre – the author has proved that privileging the knowing over the knowledge and ensuring a correct articulation with the strategic and organizational processes it is possible that the KBV (Knowledge-Based View) will make sense in the knowledge-intensive business services sector.In fact, during the first experiment it was shown that articulating appropriately the strategy and the operational processes of Eurociber the KBV made sense through knowledge sharing while during the second experiment at I2S that was achieved through the coproduction in close interaction with the customers. Finally, at CA Serviços it was recognized the importance of knowledge creation as a tool for strategic management assuming the fundamental need to generate knowledge about the interfaces required by the development of a new shared vision.
