Making knowledge management work: tactical to practical

Over the past 20 years, many researchers and theorists have generated a significant body of literature in the interrelated fields of knowledge management (KM), organizational learning (OL), and knowledge creation (KC). A large body of work generated by proponents of technology as a primary facilitator of KM, OL, and KC supports the expenditure of billions of dollars in information technology infrastructure and knowledge management systems. A separate body of work generated by behaviourists illustrates how organizational culture is a major determinate in the effectiveness of the technology. Ultimately, corporate executives measure success in terms recognizable to financial markets. Yet, an empirical link connecting the interrelated dots needed to provide practical guidance to practitioners and executives remains elusive. This paper summarizes historical and current perspectives within the field and identifies the need for continue empirical research to build a practical construct.