The traditional knowledge management systems (KMS) positioned knowledge management (KM) and knowledge management tools in a distress state with some analysts giving titles like “Is knowledge management dead?” (Levy, 2009). These systems were based largely on the epistemology of possession, which views knowledge as object that can be captured through expert systems and intranets. This resulted in the creation of knowledge repositories that can be transferred through communication channels into other units of the organization. The content generated through traditional knowledge management systems was, thus, centrally controlled, validated and lacked interactivity making it ineffective for transferring knowledge with high degree of tacitness (Levy, 2009; Panahi et al., 2012). Some scholars are of the view that these systems lacked the human agent, which is one of the main components of KM processes (Haldin-Herrgard, 2000; Panahi et al., 2012). On the contrary, the epistemology of practice views knowledge as subjective and so for this school of thought, instead of managing knowledge as an object or entity, tools that are designed for KM focus on nurturing social interactions that enables people to build strong relationships to enable them to share practices.