**Author details**

• 'Not invented here' syndrome'7

16 Knowledge Management Strategies and Applications

among those who should use it.

**7. Conclusion**

7

;

plex structures, such as communities of practice and invisible colleges.

Miranda and Simeão's model [108] proposes the existence of elements, not so discernible (such as, technological communication systems), but of high value for the transfer of knowledge, such as, "a set of knowledge and practices"; the practice of "Granting specific know-how," or the sharing of "how-to-do". The authors point out to the irrevocability of human interaction in the transfer of tacit knowledge, setting up an 'extensive model of communication.' They argue that in TKS, the process occurs in an interpersonal way, developing increasingly com-

Tonet and Paz [106] consider the knowledge sharing process as composed of four phases: initiation, which are actions that seek to identify and analyze the needs of knowledge, the existing opportunities to employ different or new knowledge, and the tracking of sources where this knowledge can be found; implementation, actions that seek to promote integration between sources and recipients of knowledge; support, actions that seek to create opportunities to exercise shared knowledge and that promote the guidance of its practice with the objective of assimilating knowledge and the development of the necessary skills for a proficient use; and incorporation, actions aimed at making that shared knowledge can flow freely

Knowledge has been occupying the center of studies and research for some time, and this chapter seeks to contribute to the depth of this collection and aims to offer articles that deal

This work aimed to bring a review of the literature regarding TKS and to contribute with some definitions related to the topic. The observed understanding with this literature review is that organizations, and to a lesser degree, The Small Claims Federal Courts, are moving from a traditional model that is attached to physical and tangible assets to another, where knowledge, especially tacit, is treated as an organizational asset that, despite being immate-

In this trajectory and encouraged by initial questioning, this chapter depicts the search for different references in which the sharing of tacit knowledge was related to a range of organizational vectors covering definitions that go from understanding it as an innovation factor to a strategic component for leveraging organizational performance. Seen by some as difficult to transfer, tacit knowledge is accepted by others as a component of communication flows, where dialogues, social networks, communities of practice, invisible colleges, and even 'TKS

In the literature 'not invented here' (nih) is described as an idea or innovation that was not developed within the company's workplace environment or that was not conducted by their own internal members, so the solution does not have

the 'necessary characteristics or identity of the organization' and thus should not be considered.

• Intolerance toward mistakes or for needing assistance.

with tacit knowledge and the sharing of that knowledge.

rial, becomes valuable and a generator of wealth.

José Roberto Ferretti<sup>1</sup> \* and Maria da Conceição L. Afonso2

\*Address all correspondence to: ferretti.ci@gmail.com

1 Brazilian Federal Court–1st Region, Brazil

2 National Confederation of Industry Brazil, Brazil
