KM might be a popular challenge to today's organisations, but successful firms and their managers have always realised its value. The globalisation of business, shift from production-based to knowledge-based economy, growth of ICT, the strive to become learning organisations and the emergence of knowledge workers have made KM practice a must today across all types of levels of firms (Chong and Choi, 2005). Many companies are recognising that they are on the verge of knowledge-based economic revolution (Stewart, 1997). Hence, it is not surprising at all that the issue of more efficient and effective operations of an organisation's knowledge assets has become more important today as numerous organisations have moved from information to knowledge age (Choi, 2000). As Drucker (1995) rightfully predicts, knowledge has become the key economic resource and a dominant source of competitive advantage.