The nature of the benefits from managing explicit knowledge depends on the type of application. Electronic publishing and other low interactivity, high-structure applications tend to provide a significant cost saving or increased efficiency.
In real world business, the actual problems can view how they were actually dealt with at the time. And formal training can take place in the working field, giving the staff the ability to directly apply or integrate the training materials with their own day-to-day problems. In this way, those materials become more relevant and interwoven into the tacit experience and the learning more meaningful and lasting. By integrating the interactive, emergent forums with the structured content and distribution of formal training, a continual cycle of knowledge creation and application can be created. Tacit knowledge is made explicit via the forums, formally transferred via distance learning, and tacitly reapplied. That new tacit knowledge is now available for sharing with others via the same cycle. At each turn of the cycle, the knowledge of the organization increases, providing potentially greater competitive advantage.
To summarize these findings, organizations that managed knowledge effectively understood their strategic knowledge requirements, devised a knowledge strategy appropriate to the firm's business strategy and implemented an organizational and technical architecture appropriate to the knowledge processing needs of the organization; enabling them to apply maximum effort and commitment to creating, explicating, sharing, applying, and improving their knowledge.
While some view knowledge management as merely the current business fad, knowledge lies at the essence of humans as individuals and collectivities. Respecting the role of knowledge and learning may be the most effective approach to building a solid and enduring competitive foundation for business organizations. Firms can derive significant benefits from consciously, proactively and aggressively managing their explicit and explicable knowledge. Doing this in a coherent manner requires aligning the firm's organizational and technical resources and capabilities with its knowledge strategy. It requires mapping the firm's organizational and technical capabilities and constraints to its knowledge processing requirements. It may require significant organizational and technical interventions. The knowledge management architecture provides a framework for guiding this important effort.