Introduction

The two most important objectives of knowledge management are innovation and reuse. Innovation is closely linked to the generation of new knowledge or new linkages between existing knowledge. Dakir (2011, p.312) notes that there is a popular misconception to think that innovation occurs in isolation. However, innovation rests firmly on a large body of accumulated experiences, based on what has worked and what has not worked in the past.. Reuse forms the basis for organizational learning and should be viewid more as a dissemination of innovation.

The knowledge management strategy provides the basic building blocks used to achieve organizational learning and continuous improvement so as to not waste time repeating mistakes and so that everyone is aware of new and better ways of thinking and doing (Dalkir, 2011, pp.312-313).

Sveiby (2001) developed a framework for categorizing the different types of knowledge management initiatives:

• External structure initiatives
• Internal structure initiatives
• Competence initiatives (Dalkir, 2011, p.313).

External structure initiatives includes for example knowledge gaining from customers, internal structure initiatives mean building a knowledge sharing culture, creating new revenues from existing knowledge, capturing individual's tacit knowledge, storing, spreading and reusing it, and measuring knowledge creating processes and producing intangible assets. Competence initiatives include creating careers based on knowledge management, creating microenvironments for knowledge transfer and learning from simulations and pilot projects (Dalkir, 2011, p. 313).

The resources and skills required to develop a knowledge management strategy depend on the size and complexity of the organizational unit and on the depth of information gathering and analysis (Dalkir, 2011, p. 314).