A number of claims exist as to the motivations leading organisations to undertake a KM effort . Typical considerations driving a KM effort include:
* Making available increased knowledge content in the development and provision of products and services
* Achieving shorter new product development cycles
* Facilitating and managing innovation and organisational learning
* Leveraging the expertise of people across the organisation
* Increasing network connectivity between internal and external individuals
* Managing business environments and allowing employees to obtain relevant insights and ideas appropriate to their work
* Solving intractable or wicked problems
* Managing intellectual capital and intellectual assets in the workforce (such as the expertise and know-how possessed by key individuals)
Debate exists whether KM is more than a passing fad, though increasing amount of research in this field may hopefully help to answer this question, as well as create consensus on what elements of KM help determine the success or failure of such efforts (Wilson 2002) . Early KM technologies included online corporate yellow pages as expertise locators and document management systems. Combined with the early development of collaborative technologies (in particular Lotus Notes), KM technologies expanded in the mid-1990s. Subsequent KM efforts leveraged semantic technologies for search and retrieval and the development of e-learning tools for communities of practice
* Making available increased knowledge content in the development and provision of products and services
* Achieving shorter new product development cycles
* Facilitating and managing innovation and organisational learning
* Leveraging the expertise of people across the organisation
* Increasing network connectivity between internal and external individuals
* Managing business environments and allowing employees to obtain relevant insights and ideas appropriate to their work
* Solving intractable or wicked problems
* Managing intellectual capital and intellectual assets in the workforce (such as the expertise and know-how possessed by key individuals)
Debate exists whether KM is more than a passing fad, though increasing amount of research in this field may hopefully help to answer this question, as well as create consensus on what elements of KM help determine the success or failure of such efforts (Wilson 2002) . Early KM technologies included online corporate yellow pages as expertise locators and document management systems. Combined with the early development of collaborative technologies (in particular Lotus Notes), KM technologies expanded in the mid-1990s. Subsequent KM efforts leveraged semantic technologies for search and retrieval and the development of e-learning tools for communities of practice
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