structures. They introduce the so-called Social Network analysis which systematically assesses informal networks. Knowledge consequently can be collected from formal and informal networks to create a socio-knowledge matrix in organizations. Organisational effectiveness 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. Greiner et al. (2007) concluded a strong relationship between the success of knowledge management in terms of improving business performance of the organization and the alignment of KM strategy and business strategy. According to Greiner et al. (2007) two different knowledge management strategies have been discussed in the literature for sharing tacit and explicit knowledge. The codification strategy focuses on collecting knowledge, storing it in databases and providing the knowledge in an explicit and codified form. Personalization strategy focuses instead on transferring, communicating and exchanging knowledge by utilising information technology. From the elements of the business strategy and knowledge management strategy can be formulate four different combinations. However, Greiner et al. (2007) suggest that if business strategy focuses on innovation then primarily should be relied on personalization strategy and respectively in case of efficiency then codification should have priority. See also Digital Economy Information economy Information Market Information Society Internet Economy Knowledge market Knowledge policy Knowledge Revolution Knowledge workers Knowledge Value Network Economy Personal information management Knowledge sharing References Knowledge management