This is a collection of papers on knowledge management. The editors provide introductions to each section to provide context for the included papers, and the editors have selected papers that complement each other well. In fact, the book reads as if it was written at one sitting, rather than assembled after the fact. The reader needs to be aware, however, that one paper does not necessarily build on another.

There are three sections in the book: “Overview and Background” (three papers), “Studies of Expertise Sharing in Organizations” (five papers), and “Exploring Technology for Sharing Expertise” (seven papers).

The size of the last section might suggest to the reader that technology will once more provide the silver bullet that is going to solve the problems of their organization’s sharing difficulties. In fact, quite the contrary is true (although it may be of some assistance): in the very first paper, Pamela Hinds and Jeffrey Pfeffer state “We believe that expertise is largely tacit and embedded in the context in which it is being used.” So, while technology may assist, the first tasks to be addressed are those of removing the organization’s efforts to defeat information sharing (all unintentional, but there), and putting in place activities that will encourage information sharing.

This book also suggests that because of the usage context problem Hinds and Pfeffer state so well, “experts” cannot really teach “beginners.” Efforts should be made to make sure the “experts share within themselves” to prevent geographic and organizational “islands.” If your organization intends to document its internal knowledge, that documentation will best come from those who are in the process of learning that knowledge (neophytes in their job, but probably not neophytes in the company).

This excellent source text is recommended reading for those who care about organizational knowledge management.