Der Umgang mit Wissen (Wissensmanagement) wird oftmals verkürzt dargestellt. Ackerman, M. S.; Pipek, V.; Wulf, V. (2003:XII-XIII) beschreiben ein erweitertes Verständnis von Wissensmanagement wie folgt:
Recently, research and practice has moved to the second type of knowledge management, which we call expertise sharing. Many researchers (e.g., Argyris and Schön 1996; Nonaka 1991) have pointed the way toward this type of knowledge management. The human resources and organizational behavior fields have for years hinted at the importance of personnel in organizational life. Ackerman (1993) argued for the importance of augmenting what he called expertise networks. Bannon and Kuutti (1996) proposed considering the active, constructive aspect or remembering in work activities as an invaluable resource in organizations.
Expertise sharing, then, focuses on the human components – the cognitive, social, cultural, and organizational aspects of knowledge work – in addition to information storage and retrieval. Compared to traditional approaches, which emphasize the role of management in organizing knowledge exchange, our perspective focuses on self-organized activities of the organizations’ members. In enabling sharing, organizations try to connect people to one another so as to bolster communication, learning, and organizational knowledge.
Die Autoren heben im letzten Teil hervor, dass es beim Teilen von Expertise (Expertenwissen) auf die Entwicklung der Selbstorganisations-Aktivitäten (Selbstorganisationsdispositionen) der Mitarbeiter im Umgang mit Wissen ankommt. Siehe dazu auch Vom Lernen über das Lernmanagement zum Kompetenzmanagement in Unternehmen, Wissensmanagement und Kompetenzmanagement: Welche Unterschiede/Gemeinsamkeiten gibt es?