There is currently a compelling debate about the changing nature of business environments and the sources of competitiveness in advanced economies. It is asserted that knowledge is fast overtaking capital and labour as the key economic resource in advanced economies (Edvinsson, 2000). The intangible assets in an organisation are widely celebrated as vital elements in improving competitiveness (Egbu, 2000; Edvinsson, 2000). This has compelled academics and practitioners to discuss the way in which knowledge assets are managed; thus knowledge management (KM) is emerging as a significant concept in management science. KM has been extolled as “one of the major driving forces of organisational change and wealth creation” (Chase, 1997, p.83) but remains a source of ambiguity, both theoretically and practically.