[[edit](/w/index.php?title=Knowledge_management&action=edit&section=4 "Edit section: Strategies")] Knowledge may be accessed at three stages: before, during, or after KM-related activities.[[29]](#cite_note-24Bontis-29) Organisations have tried knowledge capture [incentives](//en.wikipedia.org/wiki/Incentive "Incentive"), including making content submission mandatory and incorporating rewards into [performance measurement](//en.wikipedia.org/wiki/Performance_measurement "Performance measurement") plans.[[44]](#cite_note-23MIS-44) Considerable controversy exists over whether such incentives work and no consensus has emerged.[[45]](#cite_note-16Gupta-45) One strategy to KM involves actively managing knowledge (push strategy).[[45]](#cite_note-16Gupta-45)[[46]](#cite_note-13Rathau-46) In such an instance, individuals strive to explicitly encode their knowledge into a shared knowledge repository, such as a [database](//en.wikipedia.org/wiki/Database "Database"), as well as retrieving knowledge they need that other individuals have provided (codification).[[46]](#cite_note-13Rathau-46) Another strategy involves individuals making knowledge requests of experts associated with a particular subject on an ad hoc basis (pull strategy).[[45]](#cite_note-16Gupta-45)[[46]](#cite_note-13Rathau-46) In such an instance, expert individual(s) provide insights to requestor (personalisation).[[30]](#cite_note-7Snowden-30) When talking about strategic knowledge management, the form of the knowledge and activities to share it defines the concept between codification and personalization.[[47]](#cite_note-47) The form of the knowledge means that it's either [tacit](//en.wikipedia.org/wiki/Tacit "Tacit") or [explicit](//en.wikipedia.org/wiki/Explicit_knowledge "Explicit knowledge"). [Data](//en.wikipedia.org/wiki/Data "Data") and [information](//en.wikipedia.org/wiki/Information "Information") can be considered as explicit and [know-how](//en.wikipedia.org/wiki/Know-how "Know-how") can be considered as tacit.[[48]](#cite_note-48) [Hansen](//en.wikipedia.org/wiki/Morten_Hansen "Morten Hansen") et al. defined the two strategies (codification and personalisation).[[49]](#cite_note-auto-49) Codification means a system-oriented method in KM strategy for managing explicit knowledge with organizational objectives.[[50]](#cite_note-Routledge-50) Codification strategy is document-centered strategy, where knowledge is mainly codified as "people-to-document" method. Codification relies on information infrastructure, where explicit knowledge is carefully codified and stored.[[49]](#cite_note-auto-49) Codification focuses on collecting and storing codified knowledge in electronic databases to make it accessible.[[51]](#cite_note-Smith_2004,_p._7-51) Codification can therefore refer to both tacit and explicit knowledge.[[52]](#cite_note-52) In contrast, personalisation encourages individuals to share their knowledge directly.[[51]](#cite_note-Smith_2004,_p._7-51) Personalization means human-oriented KM strategy where the target is to improve knowledge flows through networking and integrations related to tacit knowledge with knowledge sharing and creation.[[50]](#cite_note-Routledge-50) Information technology plays a less important role, as it only facilitates communication and knowledge sharing. Generic knowledge strategies include [knowledge acquisition](//en.wikipedia.org/wiki/Knowledge_acquisition "Knowledge acquisition") strategy, knowledge exploitation strategy, knowledge exploration strategy, and [knowledge sharing](//en.wikipedia.org/wiki/Knowledge_sharing "Knowledge sharing") strategy. These strategies aim at helping organisations to increase their knowledge and [competitive advantage](//en.wikipedia.org/wiki/Competitive_advantage "Competitive advantage").[[53]](#cite_note-53) Other knowledge management strategies and instruments for companies include:[[45]](#cite_note-16Gupta-45)[[24]](#cite_note-8Bray-24)[[30]](#cite_note-7Snowden-30) * [Knowledge sharing](//en.wikipedia.org/wiki/Knowledge_sharing "Knowledge sharing") (fostering a culture that encourages the sharing of information, based on the concept that knowledge is not irrevocable and should be shared and updated to remain relevant) + Make knowledge-sharing a key role in employees' job description + Inter-project knowledge transfer + Intra-organisational knowledge sharing + Inter-organisational knowledge sharing + Knowledge retention also known as Knowledge Continuation: activities addressing the challenge of knowledge loss as a result of people leaving[[54]](#cite_note-54)[[55]](#cite_note-55)[[56]](#cite_note-Levy2011-56) + Mapping knowledge competencies, roles and identifying current or future predicted gaps. + Defining for each chosen role the main knowledge that should be retained, and building rituals in which the knowledge is documented or transferred on, from the day they start their job. + Transfer of knowledge and information prior to employee departure by means of sharing documents, shadowing, mentoring, and more, * Proximity & architecture (the physical situation of employees can be either conducive or obstructive to knowledge sharing) * [Storytelling](//en.wikipedia.org/wiki/Storytelling "Storytelling") (as a means of transferring tacit knowledge) * Cross-project learning * [After-action reviews](//en.wikipedia.org/wiki/After_action_review "After action review") * [Knowledge mapping](//en.wikipedia.org/wiki/Knowledge_mapping "Knowledge mapping") requires the organization to know what kind of knowledge organization it has, how it is distributed throughout the company, and how to efficiently use and re-use that knowledge. (a map of knowledge repositories within a company accessible by all) * [Communities of practice](//en.wikipedia.org/wiki/Communities_of_practice "Communities of practice") * Expert directories (to enable knowledge seeker to reach to the experts) * [Expert systems](//en.wikipedia.org/wiki/Expert_Systems "Expert Systems") (knowledge seeker responds to one or more specific questions to reach knowledge in a repository) * [Best practice](//en.wikipedia.org/wiki/Best_practice "Best practice") transfer * Knowledge fairs * Competency-based management (systematic evaluation and planning of knowledge related competences of individual organisation members) * Master–apprentice relationship, Mentor-mentee relationship, [job shadowing](//en.wikipedia.org/wiki/Job_shadow "Job shadow") * [Collaborative software](//en.wikipedia.org/wiki/Collaborative_software "Collaborative software") technologies ([wikis](//en.wikipedia.org/wiki/Wiki "Wiki"), shared bookmarking, blogs, [social software](//en.wikipedia.org/wiki/Social_software "Social software"), etc.) * Knowledge repositories ([databases](//en.wikipedia.org/wiki/Database "Database"), [bookmarking engines](//en.wikipedia.org/wiki/Enterprise_bookmarking "Enterprise bookmarking"), etc.) * Measuring and reporting [intellectual capital](//en.wikipedia.org/wiki/Intellectual_capital "Intellectual capital") (a way of making explicit knowledge for companies) * [Knowledge brokers](//en.wikipedia.org/wiki/Knowledge_broker "Knowledge broker") (some organisational members take on responsibility for a specific "field" and act as first reference on a specific subject) * [Knowledge farming](//en.wikipedia.org/wiki/Knowledge_farming?action=edit&redlink=1 "Knowledge farming (page does not exist)") (using [note-taking](//en.wikipedia.org/wiki/Note-taking "Note-taking") software to cultivate a [knowledge graph](//en.wikipedia.org/wiki/Knowledge_graph "Knowledge graph"), part of [knowledge agriculture](//en.wikipedia.org/wiki/Knowledge_agriculture?action=edit&redlink=1 "Knowledge agriculture (page does not exist)")) * Knowledge capturing (refers to a process where trained people extract valuable or else desired knowledge from experts and embed it in databases)

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  "text": "[[edit](/w/index.php?title=Knowledge_management&action=edit&section=4 \"Edit section: Strategies\")]\n\nKnowledge may be accessed at three stages: before, during, or after KM-related activities.[[29]](#cite_note-24Bontis-29) Organisations have tried knowledge capture [incentives](//en.wikipedia.org/wiki/Incentive \"Incentive\"), including making content submission mandatory and incorporating rewards into [performance measurement](//en.wikipedia.org/wiki/Performance_measurement \"Performance measurement\") plans.[[44]](#cite_note-23MIS-44) Considerable controversy exists over whether such incentives work and no consensus has emerged.[[45]](#cite_note-16Gupta-45)\n\nOne strategy to KM involves actively managing knowledge (push strategy).[[45]](#cite_note-16Gupta-45)[[46]](#cite_note-13Rathau-46) In such an instance, individuals strive to explicitly encode their knowledge into a shared knowledge repository, such as a [database](//en.wikipedia.org/wiki/Database \"Database\"), as well as retrieving knowledge they need that other individuals have provided (codification).[[46]](#cite_note-13Rathau-46) Another strategy involves individuals making knowledge requests of experts associated with a particular subject on an ad hoc basis (pull strategy).[[45]](#cite_note-16Gupta-45)[[46]](#cite_note-13Rathau-46) In such an instance, expert individual(s) provide insights to requestor (personalisation).[[30]](#cite_note-7Snowden-30) When talking about strategic knowledge management, the form of the knowledge and activities to share it defines the concept between codification and personalization.[[47]](#cite_note-47) The form of the knowledge means that it's either [tacit](//en.wikipedia.org/wiki/Tacit \"Tacit\") or [explicit](//en.wikipedia.org/wiki/Explicit_knowledge \"Explicit knowledge\"). [Data](//en.wikipedia.org/wiki/Data \"Data\") and [information](//en.wikipedia.org/wiki/Information \"Information\") can be considered as explicit and [know-how](//en.wikipedia.org/wiki/Know-how \"Know-how\") can be considered as tacit.[[48]](#cite_note-48)\n\n[Hansen](//en.wikipedia.org/wiki/Morten_Hansen \"Morten Hansen\") et al. defined the two strategies (codification and personalisation).[[49]](#cite_note-auto-49) Codification means a system-oriented method in KM strategy for managing explicit knowledge with organizational objectives.[[50]](#cite_note-Routledge-50) Codification strategy is document-centered strategy, where knowledge is mainly codified as \"people-to-document\" method. Codification relies on information infrastructure, where explicit knowledge is carefully codified and stored.[[49]](#cite_note-auto-49) Codification focuses on collecting and storing codified knowledge in electronic databases to make it accessible.[[51]](#cite_note-Smith_2004,_p._7-51) Codification can therefore refer to both tacit and explicit knowledge.[[52]](#cite_note-52) In contrast, personalisation encourages individuals to share their knowledge directly.[[51]](#cite_note-Smith_2004,_p._7-51) Personalization means human-oriented KM strategy where the target is to improve knowledge flows through networking and integrations related to tacit knowledge with knowledge sharing and creation.[[50]](#cite_note-Routledge-50) Information technology plays a less important role, as it only facilitates communication and knowledge sharing.\n\nGeneric knowledge strategies include [knowledge acquisition](//en.wikipedia.org/wiki/Knowledge_acquisition \"Knowledge acquisition\") strategy, knowledge exploitation strategy, knowledge exploration strategy, and [knowledge sharing](//en.wikipedia.org/wiki/Knowledge_sharing \"Knowledge sharing\") strategy. These strategies aim at helping organisations to increase their knowledge and [competitive advantage](//en.wikipedia.org/wiki/Competitive_advantage \"Competitive advantage\").[[53]](#cite_note-53)\n\nOther knowledge management strategies and instruments for companies include:[[45]](#cite_note-16Gupta-45)[[24]](#cite_note-8Bray-24)[[30]](#cite_note-7Snowden-30)\n\n* [Knowledge sharing](//en.wikipedia.org/wiki/Knowledge_sharing \"Knowledge sharing\") (fostering a culture that encourages the sharing of information, based on the concept that knowledge is not irrevocable and should be shared and updated to remain relevant)\n  + Make knowledge-sharing a key role in employees' job description\n  + Inter-project knowledge transfer\n  + Intra-organisational knowledge sharing\n  + Inter-organisational knowledge sharing\n  + Knowledge retention also known as Knowledge Continuation: activities addressing the challenge of knowledge loss as a result of people leaving[[54]](#cite_note-54)[[55]](#cite_note-55)[[56]](#cite_note-Levy2011-56)\n  + Mapping knowledge competencies, roles and identifying current or future predicted gaps.\n  + Defining for each chosen role the main knowledge that should be retained, and building rituals in which the knowledge is documented or transferred on, from the day they start their job.\n  + Transfer of knowledge and information prior to employee departure by means of sharing documents, shadowing, mentoring, and more,\n* Proximity & architecture (the physical situation of employees can be either conducive or obstructive to knowledge sharing)\n* [Storytelling](//en.wikipedia.org/wiki/Storytelling \"Storytelling\") (as a means of transferring tacit knowledge)\n* Cross-project learning\n* [After-action reviews](//en.wikipedia.org/wiki/After_action_review \"After action review\")\n* [Knowledge mapping](//en.wikipedia.org/wiki/Knowledge_mapping \"Knowledge mapping\") requires the organization to know what kind of knowledge organization it has, how it is distributed throughout the company, and how to efficiently use and re-use that knowledge. (a map of knowledge repositories within a company accessible by all)\n* [Communities of practice](//en.wikipedia.org/wiki/Communities_of_practice \"Communities of practice\")\n* Expert directories (to enable knowledge seeker to reach to the experts)\n* [Expert systems](//en.wikipedia.org/wiki/Expert_Systems \"Expert Systems\") (knowledge seeker responds to one or more specific questions to reach knowledge in a repository)\n* [Best practice](//en.wikipedia.org/wiki/Best_practice \"Best practice\") transfer\n* Knowledge fairs\n* Competency-based management (systematic evaluation and planning of knowledge related competences of individual organisation members)\n* Master–apprentice relationship, Mentor-mentee relationship, [job shadowing](//en.wikipedia.org/wiki/Job_shadow \"Job shadow\")\n* [Collaborative software](//en.wikipedia.org/wiki/Collaborative_software \"Collaborative software\") technologies ([wikis](//en.wikipedia.org/wiki/Wiki \"Wiki\"), shared bookmarking, blogs, [social software](//en.wikipedia.org/wiki/Social_software \"Social software\"), etc.)\n* Knowledge repositories ([databases](//en.wikipedia.org/wiki/Database \"Database\"), [bookmarking engines](//en.wikipedia.org/wiki/Enterprise_bookmarking \"Enterprise bookmarking\"), etc.)\n* Measuring and reporting [intellectual capital](//en.wikipedia.org/wiki/Intellectual_capital \"Intellectual capital\") (a way of making explicit knowledge for companies)\n* [Knowledge brokers](//en.wikipedia.org/wiki/Knowledge_broker \"Knowledge broker\") (some organisational members take on responsibility for a specific \"field\" and act as first reference on a specific subject)\n* [Knowledge farming](//en.wikipedia.org/wiki/Knowledge_farming?action=edit&redlink=1 \"Knowledge farming (page does not exist)\") (using [note-taking](//en.wikipedia.org/wiki/Note-taking \"Note-taking\") software to cultivate a [knowledge graph](//en.wikipedia.org/wiki/Knowledge_graph \"Knowledge graph\"), part of [knowledge agriculture](//en.wikipedia.org/wiki/Knowledge_agriculture?action=edit&redlink=1 \"Knowledge agriculture (page does not exist)\"))\n* Knowledge capturing (refers to a process where trained people extract valuable or else desired knowledge from experts and embed it in databases)",
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