Werr and Sjernberg (2003) highlight the need for informal knowledge sharing and the importance of experiences. Literature links informal knowledge sharing to informal networks and informal communication (Awazu, 2004; Bresnen, 2003) (as cited in Wabwezi, 2011, p.16).

There seems to be an overlap between informal knowledge sharing, informal communication and the conceptualization of an informal network (Taminiau et al., 2007). McEvily & Reagans (2003) claim that business relations between colleagues, and friendship relationships (close ties) between the members, will enlarge the possibility of knowledge exchange. Krogh et al. (2000) state that trust and openness in the business culture are preconditions for knowledge sharing. Sturdy, Schwarz and Spicer (2006) describe the importance of informal settings such as lunches, drinks and dinners. The authors contend that such informal meetings have proven to facilitate smooth knowledge exchange also between consultants and their clients (as cited in Wabwezi, 2011, p.16).

Swap, Leonard, Shields and Abrams (2001) suggest that often inter-organizational knowledge is shared unconsciously by employees, incorporation having unconsciously taken place through informal interaction. This implies that the sharing of knowledge can also take place even where there is no the specific intention to do so. Truran (1998) suggests that intra-organizational communication has changed tremendously. He states that half of the knowledge sharing is taking place through informal channels („„ad hoc channels‟‟) for example through telephones or mails. Krogh et al. (2000) also found that the greater part of knowledge sharing takes place informally, even in organizations in which knowledge sharing is highly institutionalized (as cited in Wabwezi, 2011, p.16).

In their research Werr and Sjernberg (2003) described experience of colleagues as an important source of knowledge especially during formulation of more creative ideas. It is also pointed out that sharing of experiences also took place in more informal arenas, such as spontaneous hallway meetings or over a cup of coffee. The experience gained by individuals in their practice was shared among colleagues as stories about concrete cases. This knowledge was a large extent tacit, but transformed in part into articulate knowledge through the process of sharing. "Extension of experimental knowledge to organizational level was a question of creating arenas for interaction between consultants possessing, as well as needing, this type of knowledge" (Werr & Sjernberg, 2003, p. 894). (as cited in Wabwezi, 2011, p.16-17).

Taminiau et al. (2007, p. 45) defined informal knowledge sharing as "all forms of KS which exist alongside all the institutionalized forms of KS". According to the authors, it relates to resources, services and activities, which are used to facilitate knowledge sharing, but are not necessary, designed for that purpose. They list as examples of informal knowledge sharing, conversations and exchange of ideas at the coffee machine, dinners, lunches and when commuting together to work or to a client (as cited in Wabwezi, 2011, p.17).

You can follow the following video-clips to learn more about knowledge sharing: