Content is captured, organized, and preserved to enable its reuse and leveraging by people and groups other than those who generated it.
Procedures are in place to integrate content from multiple sources and mobilize it to achieve organizational goals and objectives.
In 1990 Charles M. Savage observed that the nature of an organization based on knowledge rather than industrial society notions of land, labor, or capital was not well understood.
[3] Bartlett (1999)[4] indicates that empowerment is not possible in an autocratic organization, that networks cannot be sustained in fixed hierarchical structure, and that learning is not possible in an environment constrained by rigid policies and procedures.
Similarly, Amidon (1997)[7] points out that traditional industrial-era hierarchies are neither flexible nor fluid enough to mobilize an organization's intellectual capacity and that much less constrained networked organizational forms are needed for modern decision making.
It is networked, involves multiple enterprises, is based on core competencies, and knowledge is actively created, exchanged, and used.
Liautaut (2001)[9] points out that in the knowledge economy, being an intelligent business is not only a prerequisite to winning, but even to compete in the first place.
In a fluid, fast-paced knowledge market, companies that can find and exploit the slightest advantage for faster, better decision making will dominate.
Except from formal and informal documents, Davenport & Prusak’s (1998) also introduced routines, processes, practices and norms.
Zheng et al. (2010) studied mediating role of knowledge management and the findings indicate that knowledge management is not only an independent managerial practice, but also a central mechanism that leverages organizational cultural, structural, and strategic influence on organizational effectiveness.
[12] Personalization strategy focuses instead on transferring, communicating and exchanging knowledge by utilising information technology.