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This article returns to a theme addressed in Vol. 8(1) October 2002: knowledge management and the problem of managing tacit knowledge. The article is primarily a review and analysis of the literature associated with the management of knowledge.

Arguably the most important contributor to this subject has been Ikujiro Nonaka. He worked extensively with the concepts of explicit knowledge and tacit knowledge, and drew attention to the way Western firms tend to focus too much on the former (Nonaka & Takeuchi 1996). This sentiment has since been echoed throughout organisational learning and knowledge management (KM) literature (e.g. Cook & Brown 1999, Kreiner 1999, Tsoukas & Valdimirou 2001, etc.).