In the age of the knowledge worker, managing knowledge is of paramount importance, especially in organisations where the primary process is knowledge manipulation.
HRD offices are an example since they advise companies on their knowledge management.
This paper looks at how three HRD offices deal with their own internal knowledge management activities. Bukowitz and Williams distinguish two processes - tactical and strategic, with tactical knowledge management consisting of gathering information, using information to create value, learning from what has been created, and feeding back new knowledge into the system. The authors wanted to know what types of activities and conditions are seen by HRD offices as relevant to good knowledge management within that office. Sample Three Dutch HRD offices participated, and were given a pseudonym. Staff tend to be office-based.