The literature in the field of knowledge management shows a certain preoccupation with information technology (IT) and technical solutions while it reflects a limited view of organisational knowledge. The practice of knowledge management is commonly degraded to implementation of new IT based systems, neglecting important organisational aspects, in particular, human and social issues. This paper presents a case that involves a small Danish software company where these matters have been taken into account. The starting point for the utilisation of IT was a study of the concepts, knowledge and learning. Embedded in the daily activities of employees, IT, as just one of several measures, is intended to support and facilitate learning rather than regulate or impede the process. This will be demonstrated with two examples from the case. In this context, we will also examine to what extent it makes sense to distinguish between different types of knowledge and knowledge processes and how far different perspectives of knowledge management contribute to the deployment of appropriate IT support. 1
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