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Effective customer‐specific knowledge transfer is the cornerstone of customer value creation in professional service organizations. In order to formulate a coherent service offering across different expertise areas, it is crucial to share customer‐specific knowledge between professionals, business functions and units. The purpose of this study is to offer insights into the role of key account management (KAM) systems in facilitating this process.

The work is based on an explorative case study in which the implementation of the KAM system in two consulting and training companies was investigated. Comparison of the two cases in terms of KAM design and success in knowledge transfer enabled conclusions to be drawn about the role of KAM as a knowledge carrier and a “linking pin” in a loosely coupled organization.

Organizational fragmentation and insufficient communication channels among experts and subgroups of professional organizations cause problems in relation to knowledge transfer. This also makes it more difficult to combine expertise and to create innovative service concepts for customers. A KAM system, if managed effectively, provides a powerful tool for counteracting these problems. It functions as a linking pin in a loosely coupled organization, helping to maintain customer‐specific knowledge transfer and continuity in customer relationships.

Very little research has been conducted on customer‐specific knowledge transfer in professional service organizations in spite of its central role in the creation of customer value. This study is unique in offering empirical evidence of the role of KAM systems in facilitating knowledge transfer. In the future, it would be interesting to study the role of different organizational conditions and practices, including organizational structures, the use of technological knowledge tools and cooperative working methods. The effectiveness of KAM systems in terms of financial performance and the creation of value for clients also deserve more research attention.