**2. The knowledge society**

It seems to be more reliable to name the current society, less as the information society and more as a society (or era) of knowledge [11, 12]. It is argued that a transition is underway for an economy and society based on knowledge [13].

The knowledge society that serves as a parameter for the development of this research in the Brazilian Judiciary was designed as a spiral of webs, where each web represents the meeting of networks or groups of people that share their tacit knowledge regardless of organizational boundaries or technological tools. This knowledge has been revived, especially since the 1990s, by knowledge management as a source of competitive advantage and intellectual capital [14].

The appearance and the intensive use of new digital technologies led to new and important mechanisms for the political and social development of nations and individuals [15]. Thus, it progresses society toward an increase in its activities based on knowledge, where the organization and sharing of ideas occur simultaneously [16].

remotely; (b) a display of human knowledge that appears under specific conditions [5]; and

The literature review was structured following an epistemological process defined by the following questions: what historical background has been recorded in the literature that showed an investigative awakening about organizational knowledge? How are tacit knowledge and its sharing registered in the literature? And are there any theoretical propositions that deal with TKS as a significant process within the organizational context? To answer these questions, organizational knowledge was understood as the union of two types of knowledge,

Explicit knowledge is understood as information, also referred to knowledge that has already been expressed, taken from the individual's mind, and materialized into any medium (rock, paper, plastic, electronic), established in any media (radio, television, press, publishing, adhesive, photo, film, internet and its content, Whatsapp, Twitter, homepage, blog). In this sense, according to Wolf [9], explicit knowledge is thus expressed and characterized in physical media (clay, papyrus, paper, plastics, CD, DVD); and digital, in bits. The second type of knowledge, tacit knowledge, the main substance of this study, is the content that is stored in human memory, where it exists and from where stories, moods, images, questions, and

Besides the introduction and conclusion, this article is divided into five sections, which seek to answer the questions previously expressed. The first section discusses the knowledge society, seeking a better understanding of the handling of knowledge in the context of today's society. The second involves the theory of organizational growth, the resource-based view (RBV), and the emergence of the theory based on knowledge. The third introduces studies done on tacit knowledge. The fourth discusses the sharing of tacit knowledge. The last section

Lastly, some aspects related to the practice within the judicial system are cited, in part because this work is derived from a doctoral thesis where the locus of the research was the Federal Small Claims Courts of Brazil. Thus, this review can extend its application to scholars and practitioners of the judicial system, albeit as a starting point, of some examples of TKS in the judicial context.

It seems to be more reliable to name the current society, less as the information society and more as a society (or era) of knowledge [11, 12]. It is argued that a transition is underway for

The knowledge society that serves as a parameter for the development of this research in the Brazilian Judiciary was designed as a spiral of webs, where each web represents the meeting of networks or groups of people that share their tacit knowledge regardless of organizational boundaries or technological tools. This knowledge has been revived, especially since the 1990s, by knowledge management as a source of competitive advantage and intellectual capital [14].

(c) "knowledge flow" [6], and "relational phenomenon" [7].

4 Knowledge Management Strategies and Applications

answers arise [10].

**2. The knowledge society**

an economy and society based on knowledge [13].

explicit and tacit [8], or codified knowledge and personal knowledge [2].

points out some works where the TKS is the central topic of discussion.

The organizational environment, within the context of this new society, is based more on knowledge than on the societies that represented the Modern Era and the industrial society [17] does not differentiate between public and private entities. In both cases, the development of social relations, among others predetermines the willingness to transfer knowledge. With the increasing interconnectedness and the need for rapid change, people and organizations are forced to share what they know and learn from each other [18].

This transit ends up causing an exchange of intangible assets (knowledge), among people and organizations, it is what Van Caenegem treats as "intangible market" [19] that, although relevant, has not yet found the appropriate space within some organizations.

In the case of the Brazilian Judiciary, especially in the Federal Small Claims Courts, there is still a greater concern in dealing with the visible flow of knowledge (information) than with the invisible flow, or its tacit format. The first encompasses what is produced by the parties, what is stated in the sentences and jurisprudence, in the legal codes and norms that regulate the law, and is registered in some type of media. The second mainly covers all the content that is in the minds of the judges and their staff, in other words, fodder for the first. In general terms, in the judicial rite, the author (or advocate) uses tacit knowledge to explain his initial request and the judge in turn uses "[his] tacit knowledge to analyze the law and give the sentence" [20]. This flow is the most critical process, and, at the same time, the "judicial business" axis. **Table 1** below reflects some of these particularities.

In the interchangeable socialization of knowledge, new ideas are offered and foundation is created for the development of new products and services with the possibility of developing innovative mechanisms and workflows. For this reason, Casselman and Samson [21] point out that the use of tacit knowledge maintains a significant relationship with innovative products and financial performance. Similarly, Gomes [22] while studying the Brazilian judiciary claimed knowledge as being the main organizational asset.

New knowledge and sharing redefine problems and solutions and give new form to the organization and its surroundings. Exchanges alter the amount of prior knowledge and increase the permeability of the institutional fabric, allowing for the movement of knowledge from the inside out and vice versa, by causing individual, sectoral, organizational, or inter-organizational exchanges [8].

In the era of knowledge, there is a diminishing emphasis on the tangible flow of information and the emergence of a new worldview where uniqueness, flexibility, and performance, redirect organizations toward a market that is increasingly closer and more related to the intangible knowledge [23].

Present times require a management style that is aligned with a knowledge flow stemming from a new atmosphere created and developed by organizations to enable the recovery and


### Source: adapted from Sveiby [68].

**Table 1.** Comparative paradigm of principles of a knowledge organization within the context of Small Claims Federal Courts (SCFC).

use of this knowledge, especially the more effective personal knowledge [24], this tacit knowledge favors the emergence of new processes and innovation [12, 25].

Studies done in six organizations of the Asian public sector [16] showed concern for a better understanding of the handling of knowledge. Those organizations opted for increasing efficiency according to the knowledge shared by the most experienced to improve the operational and strategic excellence. The new approach adopted by these six organizations required a rediscussing on how individual and organizational knowledge was (or not) being created and shared, since they saw this knowledge as a fundamental stage of any process that aimed at dealing with change in mentality and behavior.

When analyzing knowledge management carried out at the Department of National Defense in Canada, Girard and McIntyre [26] argued that this process is not characterized as a novelty. However, the significant results highlight what knowledge sharing continues to generate in terms of socialization and an elevated degree of cooperation and learning, something similar to what Kerckhove [27] treated as connected intelligence.

This century, more than others, has compelled organizations to associate their internal structure and work processes to a new asset of intangible nature–knowledge [28]. However, it seems that some organizations, despite being surrounded by information, lack this resource [29, 30].
