Nonaka and Takeuchi (1995) define knowledge as "beliefs and commitment (function of a particular position, perspective or intention), action (toward a certain end) and meaning (context specific and relational)” Whereas Davenport and Probst (2000) refer to knowledge as “the entire set of cognitions and skills that a person uses to solve problems and based on data and information, is always related to people”. Knowledge is a valuable intellectual resource for a business captured by the individual (Ahn and Chang, 2002; Sathasivam et al., 2009) and is one of the most crucial resources in the economy for improving business operations, increasing productivity and profitability and, therefore, sustain in the competitive market. This research defined knowledge as an individual resource in the form of an intellectual resource such as opinion, beliefs, attitude or skill that can be interpreted and used to achieve objectives or goals. This individual knowledge is a precondition for corporate knowledge ( Meyer and Sugiyama, 2007 ) that results from the consolidation of employees in the company through communication. Bhatt (2002) argues that individual knowledge and corporate knowledge are different but related. Both knowledge interact with each other depends on the company culture. Furthermore, the author also highlights that the key element for corporate knowledge is the "interactions" between members of the company. Corporate knowledge is the collective knowledge resulting from the interaction of the individual in creating a unique idea to complete a specific task (Tsoukas & Vladmirou, 2001). Knowledge is retained with the individual if interaction between company members is limited; in fact, most knowledge is internalized within the company through discourses, discussions or informal interactions (Bhatt, 2002). This interaction improves both the central part of the article which includes increasing the firm's performance in terms of productivity, incremental innovation and dynamic capability through the efficiency of search, absorption and combination of knowledge (Katila & Ahuja, 2002 ; March 1991; However, it will result in higher costs and high risks (Kang & Snell, 2007; Tinoco, 2007). Furthermore, excessive exploratory learning may yield greater benefits (Levinthal & March, 1993), but will usually prevent a firm from achieving the effective return from its knowledge. As a result of continuous exploratory learning, less use of the firm's actions can lead a firm to operate with inefficiencies (Kang & Snell, 2007). crucial to maintaining the firm's current capability (Chang & Hughes, 2012; Filippini et al., 2012; Hsu, Lien, & Chen, 2013; J. Lee & Bae, 2012; Raeth et al. ., 2012;, 2009)