Another area that needs to be considered when designing knowledge-enabled organisations is that of organisational size. Davenport and Prusak (1998) point out that one of the difficulties that organisations face is how the size and geographic location of its workforce makes it difficult to locate existing knowledge. From their own research they identified that it is easier to locate critical knowledge in organisations that consist of up to three hundred people. However, once organisations go beyond this size managing knowledge becomes more difficult, particularly where employees are located in different geographical locations. Here then organisations frequently establish new roles, change responsibilities associated with existing roles, as well as look for technological solutions to facilitate what Davenport and Prusak refer to as the problem of global knowledge transfer.