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Julie Ferguson, a researcher at the VU University Amsterdam, sees the same problem in communities of practice. She observes that knowledge management is largely dependent on community members sharing and fulfilling each others’ knowledge needs. ‘These communities are most successful when they emerge spontaneously, without management interference. But if the aim is to use this knowledge at management level, you have to intervene’, Ferguson says. ‘This is the paradox of knowledge management, and resolving it is a great challenge’.
