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This paper examines the way in which a knowledge management system (KMS)-by which we mean the people, processes and software-came into being and evolved in response to a variety of shifting social, technical and organizational pressures. We draw upon data from a two year ethnographic study of a sophisticated help desk to trace the KMS from its initial conception as a "Common Problems" database for help desk personnel, to its current instantiation as a set of Frequently Asked Questions publisheddoi:10.1145/1031607.1031657 dblp:conf/cscw/HalversonEA04 fatcat:fuypaikxqbhlfithzojbgubufq