Editing Knowledge management (section)

===Strategies===
Knowledge may be accessed at three stages: before, during, or after KM-related activities.<ref name=24Bontis>{{cite book|last1=Bontis|first1=Nick|last2=Choo |first2=Chun Wei |title=The Strategic Management of Intellectual Capital and Organizational Knowledge|year=2002|publisher=Oxford University Press|location=New York|isbn=978-0-19-513866-5}}</ref> Organisations have tried knowledge capture [[incentive]]s, including making content submission mandatory and incorporating rewards into [[performance measurement]] plans.<ref name=23MIS>{{cite journal|last=Benbasat|first=Izak|author2=Zmud, Robert|title=Empirical research in information systems: The practice of relevance|journal=MIS Quarterly|year=1999|volume=23|issue=1|pages=3–16|doi=10.2307/249403|jstor=249403|s2cid=3472783}}</ref> Considerable controversy exists over whether such incentives work and no consensus has emerged.<ref name=16Gupta>{{Cite book |last1=Gupta |first1=Jatinder |last2=Sharma |first2=Sushil|year=2004 |title=Creating Knowledge Based Organizations|publisher=Idea Group Publishing |location=Boston |isbn=978-1-59140-163-6}}</ref>

One strategy to KM involves actively managing knowledge (push strategy).<ref name=16Gupta /><ref name=13Rathau>{{cite web|url=http://www.cs.fiu.edu/~chens/PDF/IRI00_Rathau.pdf|title=Knowledge Management for Data Interoperability|access-date=18 April 2013|archive-date=17 April 2007|archive-url=https://web.archive.org/web/20070417180819/http://www.cs.fiu.edu/~chens/PDF/IRI00_Rathau.pdf|url-status=live}}</ref> In such an instance, individuals strive to explicitly encode their knowledge into a shared knowledge repository, such as a [[database]], as well as retrieving knowledge they need that other individuals have provided (codification).<ref name=13Rathau /> Another strategy involves individuals making knowledge requests of experts associated with a particular subject on an ad hoc basis (pull strategy).<ref name=16Gupta /><ref name=13Rathau /> In such an instance, expert individual(s) provide insights to requestor (personalisation).<ref name=7Snowden /> When talking about strategic knowledge management, the form of the knowledge and activities to share it defines the concept between codification and personalization.<ref>Venkitachalam & Willmott (2017)</ref> The form of the knowledge means that it's either [[tacit]] or [[Explicit knowledge|explicit]]. [[Data]] and [[information]] can be considered as explicit and [[know-how]] can be considered as tacit.<ref>{{cite book |last1=Laihonen|first1=Harri|last2=Hannula|first2=Mika|last3=Helander|first3=Nina|last4=Ilvonen|first4=Ilona|last5=Jussila|first5=Jari|last6=Kukko|first6=Marianne |last7=Kärkkäinen|first7=Hannu|last8=Lönnqvist |first8=Antti|last9=Myllärniemi|first9=Jussi  |last10=Pekkola|first10=Samuli|last11=Virtanen|first11=Pasi|last12=Vuori|first12=Vilma|last13=Yliniemi|first13=Terhi|isbn=978-952-15-3057-9|date=2013|title=Tietojohtaminen|url=https://urn.fi/URN:ISBN:978-952-15-3058-6|language=Finnish|publisher=Tampereen teknillinen yliopisto, Tietojohtamisen tutkimuskeskus Novi
}}</ref>

[[Morten Hansen|Hansen]] et al. defined the two strategies (codification and personalisation).<ref name="auto">Hansen et al., 1999</ref> Codification means a system-oriented method in KM strategy for managing explicit knowledge with organizational objectives.<ref name="Routledge">{{Citation |title=What's Your Strategy for Managing Knowledge? Morten T. Hansen, Nitin Nohria, and Thomas Tierney |date=2013-05-13 |url=http://dx.doi.org/10.4324/9780080941042-9 |work=The Knowledge Management Yearbook 2000–2001 |pages=66–80 |publisher=Routledge |doi=10.4324/9780080941042-9 |isbn=978-0-08-094104-2 |access-date=2022-04-26|url-access=subscription }}</ref> 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.<ref name="auto"/> Codification focuses on collecting and storing codified knowledge in electronic databases to make it accessible.<ref name="Smith 2004, p. 7">Smith (2004), p. 7</ref> Codification can therefore refer to both tacit and explicit knowledge.<ref>Hall (2006), pp. 119f</ref> In contrast, personalisation encourages individuals to share their knowledge directly.<ref name="Smith 2004, p. 7"/> Personification 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.<ref name="Routledge"/> Information technology plays a less important role, as it only facilitates communication and knowledge sharing.

Generic knowledge strategies include [[knowledge acquisition]] strategy, knowledge exploitation strategy, knowledge exploration strategy, and [[knowledge sharing]] strategy. These strategies aim at helping organisations to increase their knowledge and [[competitive advantage]].<ref>{{Citation |last1=Bolisani |first1=Ettore |title=Generic Knowledge Strategies |date=2018 |url=http://link.springer.com/10.1007/978-3-319-60657-6_7 |work=Emergent Knowledge Strategies |volume=4 |pages=147–174 |access-date=2023-05-10 |place=Cham |publisher=Springer International Publishing |doi=10.1007/978-3-319-60657-6_7 |isbn=978-3-319-60656-9 |last2=Bratianu |first2=Constantin|series=Knowledge Management and Organizational Learning |url-access=subscription }}</ref>

Other knowledge management strategies and instruments for companies include:<ref name=16Gupta /><ref name=8Bray /><ref name=7Snowden />
* [[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<ref>Liebowitz, J. (2008). Knowledge retention: strategies and solutions. CRC Press</ref><ref>DeLong, D. W., & Storey, J. (2004). Lost knowledge: Confronting the threat of an aging workforce. Oxford University Press</ref><ref name="Levy2011">{{cite journal|last1=Levy|first1=Moria|title=Knowledge retention: minimizing organizational business loss|journal=Journal of Knowledge Management|volume=15|issue=4|year=2011|pages=582–600|issn=1367-3270|doi=10.1108/13673271111151974}}</ref>
** 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]] (as a means of transferring tacit knowledge)
* Cross-project learning
* [[After action review|After-action review]]s
* [[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]]
* Expert directories (to enable knowledge seeker to reach to the experts)
* [[Expert Systems|Expert systems]] (knowledge seeker responds to one or more specific questions to reach knowledge in a repository)
* [[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 shadow]]ing
* [[Collaborative software]] technologies ([[wiki]]s, shared bookmarking, blogs, [[social software]], etc.)
* Knowledge repositories ([[database]]s, [[enterprise bookmarking|bookmarking engines]], etc.)
* Measuring and reporting [[intellectual capital]] (a way of making explicit knowledge for companies)
* [[Knowledge broker]]s (some organisational members take on responsibility for a specific "field" and act as first reference on a specific subject)
* [[Knowledge farming]] (using [[note-taking]] software to cultivate a [[knowledge graph]], part of [[knowledge agriculture]])
* Knowledge capturing (refers to a process where trained people extract valuable or else desired knowledge from experts and embed it in databases)