Transform Explicit Knowledge to Implicit-Status or Process

The fact that knowledge management plays an important role in the life of businesses can be proved by the number of the scientific publications dealing with this issue. It can be said to be a current favourite and well-processed topic of literature. In practice among middle-and senior managers it has become a means of strategy creation as its methods are more often used at an operative level. Our decision to begin our research in this field was strengthened by the further consideration of a quotation by Edwin Land - the leader of HP - often cited in the literature on this topic. According to Land "90 percent of Polaroid's capital get in their car and go home every evening". This is indeed true but according to Land the following morning they also get back in their car and 90% of the company's capital will again be in the same place and available once more. Since a part of knowledge belongs to the individual, meaning that it cannot be documented or verbalised as it is based on experience, the question arises as to what types of new tasks the holding of this knowledge creates, especially in the case of those in key positions and employees considered as key figures from another viewpoint. This question becomes particularly exciting - where we are also able to see the real value/benefit of this study-if, through analysing the most common form of predictable labour movements (here I refer mainly to retirement), such a procedure can be reconstructed, thus providing businesses with the means to prepare themselves for a continuous share of tacit or experimental knowledge in the case of other predictable labour movement (like maternity leave or a longer period in the foreign domiciles of a subsidiary or a parent company). A major part of preserving competitive advantage nowadays is knowledge, especially tacit knowledge. For this reason we will highlight that due to these dynamic processes tacit knowledge sharing of businesses should be continuous in corporate practice in the case of every "important" person. This direction would differ from the approaches of knowledge management dealing with implicit knowledge in that we would not look for the solution to transforming implicit knowledge to explicit knowledge but rather in such a system-based process, the result of which would be a conscious management of tacit knowledge sharing. The main line of knowledge management science is how to transform implicit knowledge to explicit in order to share it. I would like to introduce a new way of knowledge sharing which doesn't rely on traditional tools.