This paper draws attention to a major issue of Knowledge Management (KM) technology implementation: potential sources of incongruence between KM software and the adopting organization. Using the case of a global consultancy firm, the paper explains KM software-organization incongruences as the consequence of differences between organizational and KM software developer’s knowledge work context and practice. Such differences reflect the differing ‘situated’ knowledge work practices that KM software developers and adopting organizations deliberately acquire and evolve over time. Theoretically, this paper gives a more comprehensive account of how knowledge work practices emerged and were then embedded into the software or the organization. Practically, this study would help make organizations more aware of the factors influencing KM software adoption and implementation, particularly in the case of large firms that are characterized by high-value, text-based content for decision-making such as professional service, R&D, and healthcare organizations.