Knowledge management needs to consider the three related elements of people, processes and technology. Much existing work has concentrated on either people or technology, often to the exclusion of the other two elements. Yet without thinking about process
the way people, organisations and even technology actually do things
any implementation of a knowledge management initiative is at best risky, and at worst doomed to failure. This paper looks at various ways in which a process view has appeared, expl
icitly or implicitly, in knowledge management research and practice so far, and reflects on how more thinking about process might improve knowledge management in the future. Consistent with this overall viewpoint, the issues generally centre less on wha
t a process view would suggest should be done, but rather on the way that it would be implemented in practice.