Improving how knowledge is leveraged in organizations for improved business performance is currently considered as a major organizational change. Knowledge management (KM) projects are stigmatized as demanding, fuzzy, and complex, with questionable outcomes—more than 70% of them do not deliver what they promised. While most organizations have deployed knowledge management systems (KMSs), only a handful have been able to leverage these investments. Existing knowledge management (KM) research offered valuable insights on how to introduce KMSs in a sense of innovation-diffusion, yet little guidance has been offered to KMS developers who need to decide on functionalities of a tool they are to introduce in particular organizational setting. The goal of this chapter is to propose theoretical background for design of KMS that successfully support and enable new knowledge creation and existing knowledge utilization. By using principles of the design science, design profiles proposed build upon works from organization and IS sciences, primarily the Evolutionary Information-Processing Theory of Knowledge Creation (Li & Kettinger, 2006) and the Task Technology Fit Theory (Zigurs & Buckland, 1998), the latter being amended for particularities of the KM environment. Proposed fit profiles suggest that one-size-fits-all approaches do not work and that organizations must take, in contrast with extant literature, a segmented approach to KM activities and fitting technological support.