ABSTRACT
Knowledge management, as with any organisational development or activity, is likely to be considered from the viewpoint of what it can contribute to organisational success, given the corporate aims and objectives. The corporate culture then is likely to be the first candidate for change in today's organisation if knowledge management is to be effective. It requires careful consideration, particularly because of the importance of the human element to its success. J. Roos notes particularly the importance of knowledge sharing through organised networks, but also warns of the need for sensitivity in dealing with those involved in the process. The impact of new technology on all aspects of operation has been widely acknowledged, but equally crucial to success is the implementation of various changes in working practices. These can have a considerable influence on the way in which operations are managed and services delivered. Business process re-engineering is dependent on information and on wide-ranging communication and understanding across traditional functional boundaries.
