Editing Knowledge management (section)

==History==
Knowledge management efforts have a long history, including on-the-job discussions, formal [[apprenticeship]], [[Internet forum|discussion forums]], corporate libraries, professional training, and mentoring programs.<ref name=2UNC>{{cite web|title=Introduction to Knowledge Management |url=http://www.unc.edu/~sunnyliu/inls258/Introduction_to_Knowledge_Management.html |website=www.unc.edu |publisher=University of North Carolina at Chapel Hill |archive-date=March 19, 2007 |access-date=11 September 2014 |archive-url=https://web.archive.org/web/20070319233812/http://www.unc.edu/~sunnyliu/inls258/Introduction_to_Knowledge_Management.html |url-status=unfit }}</ref><ref name=1Sanchez>{{cite book|last=Sanchez|first=R.|title=Strategic Learning and Knowledge Management|year=1996|publisher=Wiley|location=Chichester}}</ref> With increased use of computers in the second half of the 20th century, specific adaptations of technologies such as [[knowledge base]]s, [[expert system]]s, [[information repository|information repositories]], group [[decision support system]]s, [[intranet]]s, and [[computer-supported cooperative work]] have been introduced to further enhance such efforts.<ref name=2UNC />

In 1999, the term [[personal knowledge management]] was introduced; it refers to the management of knowledge at the individual level.<ref name="48Wright">{{cite journal|last=Wright|first=Kirby|title=Personal knowledge management: supporting individual knowledge worker performance|journal=Knowledge Management Research and Practice|year=2005|volume=3|issue=3|pages=156–165|doi=10.1057/palgrave.kmrp.8500061|s2cid=58474736}}</ref>

In the enterprise, early collections of case studies recognised the importance of knowledge management dimensions of strategy, [[business process|process]] and [[measurement]].<ref name="25Booker">{{cite journal|last=Booker|first=Lorne|author2=Bontis, Nick|author3=Serenko, Alexander|title=The relevance of knowledge management and intellectual capital research|url=https://www.aserenko.com/papers/Booker_Bontis_Serenko_KM_relevance.pdf|journal=Knowledge and Process Management|year=2008|volume=15|issue=4|pages=235–246|doi=10.1002/kpm.314|access-date=2018-06-17|archive-date=2017-08-08|archive-url=https://web.archive.org/web/20170808144624/http://www.aserenko.com/papers/Booker_Bontis_Serenko_KM_relevance.pdf|url-status=live}}</ref><ref name="35Morey">{{cite book|last1=Morey |first1=Daryl|last2=Maybury|first2=Mark|last3=Thuraisingham|first3=Bhavani|title=Knowledge Management: Classic and Contemporary Works|year=2002|publisher=MIT Press|isbn=978-0-262-13384-5|pages=451}}</ref> Key lessons learned include people and the cultural norms which influence their behaviors are the most critical resources for successful knowledge creation, dissemination and application; cognitive, social and organisational learning processes are essential to the success of a knowledge management strategy; and measurement, [[benchmarking]] and incentives are essential to accelerate the learning process and to drive cultural change.<ref name=35Morey /> In short, knowledge management programs can yield impressive benefits to individuals and organisations if they are purposeful, concrete and action-orientated.

The [[ISO 9001|ISO 9001:2015 quality management standard]] released in September 2015 introduced a specification for 'organizational knowledge' as a complementary aspect of quality management within an organisation.<ref>{{cite journal | url=https://www.tandfonline.com/doi/abs/10.1080/14783363.2018.1445965 | doi=10.1080/14783363.2018.1445965 | title=ISO 9001:2015: The evolution and convergence of quality management and knowledge management for competitive advantage | date=2020 | last1=Wilson | first1=John P. | last2=Campbell | first2=Larry | journal=Total Quality Management & Business Excellence | volume=31 | issue=7–8 | pages=761–776 }}</ref>