This paper uses the framework of Michel Foucault to examine the mainstream discourse of "knowledge management' (KM) in organizations. In particular, we draw on the notions of reflexivity, subjectivity, power, freedom and resistance to show how Foucault's ideas challenge contemporary uses of KM including its alignment with organizational learning and strategic change. A dominant theme of KM discourse relates to what computer technology can do for storing, sorting and distributing organizational knowledge. Indeed, a central assumption of the ideology of KM is that its systems are universally desirable. KM is often presented as a common-sense way of thinking about one's organization, and having everyone "pitch-in' through sharing knowledge is meant to ensure the company's commercial future. KM is thus represented as in the fundamental interests of workers and companies alike. In this article, we jettison the idea that KM is an unquestioned good. More specifically, we are concerned with the highly instrumental ways that knowledge is being constructed and how this influences workplace subjectivities. Foucauldian theory certainly helps with an examination of KM discourse, but we do not claim it is the only theory appropriate to this subject.
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