Editing Knowledge management (section)

===Motivations===
Multiple motivations lead organisations to undertake KM.<ref name=20Alavi>{{cite journal|last=Alavi|first=Maryam |author2=Leidner, Dorothy E. |title=Review: Knowledge Management and Knowledge Management Systems: Conceptual Foundations and Research Issues|journal=MIS Quarterly|year=2001|volume=25|issue=1|pages=107–136|doi=10.2307/3250961|jstor=3250961|s2cid=1780588 |url=https://semanticscholar.org/paper/26eed93a6aadfda0e1f43ff7e30c6fd2d308151b }}</ref> Typical considerations include:<ref name=7Snowden /><ref>{{cite web | url=https://nsflow.com/blog/knowledge-management-in-manufacturing-why-is-it-so-important | title=Managing knowledge in manufacturing | access-date=2022-08-02 | archive-date=2022-08-19 | archive-url=https://web.archive.org/web/20220819022610/https://nsflow.com/blog/knowledge-management-in-manufacturing-why-is-it-so-important | url-status=live }}</ref>
* Making available increased knowledge content in the [[New product development|development]] and provision of [[product (business)|products]] and [[service (economics)|services]]
* Achieving shorter development cycles
* Improving consistency of knowledge and standardized expert skills among staff
* Facilitating and managing innovation and organisational learning
* Leveraging [[expert]]ise across the organisation
* Increasing [[Social network|network]] [[Interconnectivity|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 problem]]s
* Managing intellectual capital and assets in the workforce (such as the expertise and [[Procedural knowledge|know-how]] possessed by key individuals or stored in repositories)