Knowledge management (KM) deals with a cultural focus on knowledge sharing. Managing knowledge is an important leadership role because very few organizations make systematic use of the collective wisdom of employees. Loads of information is often collected in databases, and even through text messaging, but little systematic use is made of the information. Here, we look at the general format of KM programs.

KM has three components. Programs for creating knowledge solicit ideas, insights, and innovations from many sources, including workers, customers, and business partners, instead of relying exclusively on the research and development staff. Knowledge dissemination through information technology is the most frequent activity. Methods of sharing knowledge include company intranets that consolidate information in one place so that it is more accessible to potential users.

Also of importance are internal online collaboration networks in which workers from the same as well as geographically dispersed units share work-related information. KM systems often take the form of a digital system for collecting and organizing potentially useful information. However, knowledge is still disseminated through traditional approaches such as storytelling. A very practical form of KM is to deliver information just in time, or at the point at which it is most needed.

A widely practiced method of delivering information just in time is through tablet computers, such as an insurance accessing the right information to help a customer with a complicated coverage problem. The organizational subculture shapes our assumptions about what constitutes knowledge and which knowledge is worth managing.