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158 MANAGING KNOWLEDGE WORK AND INNOVATION

>> CONCLUSIONS
In this chapter we have considered the fallacy of assuming that the adoption
of Enterprise Systems or KMS such as company intranets will allow an organi-
zation to painlessly improve the management of knowledge processes within
an organization. We have recognized the importance of engagement in prac-
tice as an essential vehicle for developing, what Orlikowski (2002) refers to as
‘knowledgeability’. Taking the position that knowledge is an outcome of par-
ticipation in practice, and not just something possessed by individuals, we have
indicated how traditional KMS systems do have a role but that their limitations
must be acknowledged. In fact, we would suggest that it is a misnomer to call
many of these systems KM systems – reverting to the, albeit less sexy, label of
‘information systems’ may in fact provide a more fruitful way forward in terms
of thinking about how such systems can enable (or disable) knowledge work.
Newer Web 2.0 and Enterprise 2.0 technologies provide promise for the future
as tools that play a role in the generation of knowledge as well as supporting
traditional sharing of documents. In particular, these newer tools are important
because they can help to make visible ongoing practices of knowledge work-
ers. The case of ICC, presented next, illustrates the major challenges of KMS
outlined in this chapter.

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