During the last two decades, knowledge management has often been associated with
computers and information systems. Indeed, during the first generation of knowledge
management, many initiatives focused on finding a suitable software package that
could be used to make knowledge management happen. Software vendors who
quickly repackaged their existing products as knowledge management systems
strengthened this belief in technology. The idea that information systems were a key
to corporate future gained credibility from popular press, and this belief was rarely
questioned. Often it also seemed that the concept of knowledge easily led to lengthy
theoretical discussions. Software packages, in contrast, were something concrete and
real. In early knowledge management initiatives, project progress was often measured
by counting software licenses.
During the last two decades, knowledge management has often been associated with
computers and information systems. Indeed, during the first generation of knowledge
management, many initiatives focused on finding a suitable software package that
could be used to make knowledge management happen. Software vendors who
quickly repackaged their existing products as knowledge management systems
strengthened this belief in technology. The idea that information systems were a key
to corporate future gained credibility from popular press, and this belief was rarely
questioned. Often it also seemed that the concept of knowledge easily led to lengthy
theoretical discussions. Software packages, in contrast, were something concrete and
real. In early knowledge management initiatives, project progress was often measured
by counting software licenses.
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