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Much of the key research in the field of Knowledge Management carries an inherent set of assumptions as to the nature of the organisations under investigation, such as the fact that the organisation is a large one. As a consequence of this, Knowledge Management papers tend to focus on the distinctions such as: management-led initiatives versus grassroots initiatives, and the importance of inter-departmental communications, but for smaller organisations these types of issues are minimized or completely absent. This paper will look at models and techniques from the existing body of Knowledge Management literature (with its focus on larger organisations) and look at how these approaches may need to be modified for smaller organisations and teams.
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