Rather than focusing on functional issues relating to implementation of knowledge management (KM) techniques, this book addresses the social aspects of KM. Using various social science perspectives, the volume provides critical analyses of KM in higher education, with an emphasis on unintended consequences and future implications. Fifteen chapters are included in four sections. Section I, The Application of Knowledge Management in Higher Education, includes: (1) The Political Economy of Knowledge Management in Higher Education (Amy Scott Metcalfe); (2) Knowledge Management Trends: Challenges and Opportunities for Educational Institutions (Lisa A. Petrides and Lilly Nguyen); and (3) Ontologies in Higher Education (John Milam). Section II, Administrative Issues and Knowledge Management, contains: (4) Toward Technological Bloat and Academic Technocracy: The Information Age and Higher Education (George S. McClellan, Gary A. Cruz, Amy Scott Metcalfe and Richard L. Wagoner); (5) We've Got a Job to Do--Eventually: A Study of Knowledge Management Fatigue Syndrome (Richard L. Wagoner); and (6) Institutional Research (IR) Meets Knowledge Management (KM) (Jose L. Santos). Section III, Knowledge Management of Teaching and Learning, includes: (7) Revealing Unseen Organizations in Higher Education: A Study Framework and Application Example (Lucie Sommer); and (8) Distributed Learning Objects: An Open Knowledge Management (Model Veronica Diaz and Patricia McGee). Section IV includes: (9) Case Study I--Policy Processes for Technological Change (Richard Smith, Brian Lewis, and Christine Massey); (10) Case Study II--Enterprise System Development in Higher Education (Bongsug Chae and Marshall Scott Poole); (11) Case Study III--Higher Education Culture and the Diffusion of Technology in Classroom Instruction (Kandis M. Smith); (12) Case Study IV--Wiring Watkins University: Does IT Really Matter? (Andy Borchers); (13) Case Study V--Challenges of Complex Information Technology Projects: The MAC Initiative (Teta Stamati, Panagiotis Kanellis, and Drakoulis Martakos); (14) Case Study VI--A Case of an IT-Enabled Organizational Change Intervention: The Missing Pieces (Bing Wang and David Paper); and (15) Discussion Questions for the Case Studies (Amy Scott Metcalfe). Section V, Resources, concludes the book