and incorporating rewards into performance measurement plans. Considerable controversy exists over whether such incentives work and no consensus has emerged. One strategy to KM involves actively managing knowledge (push strategy). 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). Another strategy involves individuals making knowledge requests of experts associated with a particular subject on an ad hoc basis (pull strategy). In such an instance, expert individual(s) provide insights to requestor (personalisation). When talking about strategic knowledge management, the form of the knowledge and activities to share it defines the concept between codification and personalization. The form of the knowledge means that it’s either tacit or explicit. Data and information can be considered as explicit and know-how can be considered as tacit. Hansen et al. defined the two strategies (codification and personalisation). Codification means a system-oriented method in KM strategy for managing explicit knowledge with organizational objectives. 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. Codification focuses on collecting and storing codified knowledge in electronic databases to make it accessible. Codification can therefore refer to both tacit and explicit knowledge. In contrast, personalisation encourages individuals to share their knowledge directly. 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. Information technology plays a less important role, as it only facilitates communication and knowledge sharing. Other knowledge management strategies and instruments for companies include: 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 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