What KM projects are most likely to achieve 'quick wins' -- to get something out there quickly and inexpensively that will impress management and users and get more attention and resources for KM?
Examines critically the origins and basis of 'knowledge management', its components and its development as a field of consultancy practice. Information Research, Vol. 8 No. 1, October 2002
The author suggests that knowledge - that is to say 'what we know' - can scarcely be understood and managed even by ourselves, much less by means of sophisticated information and communications (i.e., groupware and shareware) technologies.