This chapter discusses a number of issues related to knowledge management in the Networked Era. The discussion serves to highlight the fact that KM is still an emerging and complex practice. The set of issues covered is quite extensive, but it is by no means comprehensive. There are many interpretations about what knowledge management

his cha ter discusses a er of issues related to ledge anage e t in the et r e ra. he discussion serves t i li t the fact that is still an e erging and co plex practice. he set of issues covered is quite extensive, but it is by no eans co prehensive. There are any interpretations about hat kno ledge anage ent

means and just as many ideas about how to effectively maximize its potential power. At the end of this chapter, we provide a comprehensive KM agenda that maps many of the questions we found associated with KM in the management literature. A person's particular point of view is influenced by his or her work experience as well as his or her professional education, training, and functional responsibilities within an organization. The same applies to us. While we acknowledge the strong value of different perspectives (e.g., organizational learning theory, intellectual capital measurement, psychology, theory of the firm, to name a few), we also believe that to address all these issues would require significant analysis of corporate strategy, organizational, and learning theories and involve a level of complexity beyond the scope of a single book (and many have already been written on these topics).