The HRM function should provide is a vital 'soft' infrastructure for knowledge management, that includes reward and recognition systems, competence mapping and assistance with facilitating knowledge communities . The success rate of introducing new information systems is not high. Introducing knowledge solutions, which are end-user oriented, less procedural in nature, add another layer of complexity. See 'The Impact of IT on Organizations' and Hybrid Managers . There is no 'cook-book' approach.
Every organization is different.
Therefore an initiative needs be set against its organizational context, the business priorities, and the key people and influences. Those that succeed will selectively choose an appropriate lever . Slightly 'tongue in cheek', these are some generally erroneous statements and assertions on knowledge management, sometimes made by those who should know better. What is new is knowledge management's prominence, its strategic focus, and integrated view of many other facets of management, such as information resources management , intellectual capital measurement , knowledge sharing via intranets , the learning organization and innovation . There is growing evidence that it is not a fad.