Motivations

A number of claims exist as to the motivations leading organisations to undertake a KM effort .[12] 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 organizational learning
Leveraging the expertise of people across the organization
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) .[13