Knowledge Management: Embedding the Culture of Knowledge Sharing1. What is Knowledge Management? Knowledge Management (KM) has been making a name for itself since the early 1990s and to this day KM still happens to be one of the hot topics in the world of management as it has the potential to influence many spheres of an organization. Many organizations recognize that knowledge is a crucial resource to succeed and survive in an increasingly competitive market (Benjamin et al., 1998). It has therefore become one of the main reasons for the exponential growth of KM over the past decade. If we ask what KM is, it would simply be explained that KM is about how the organization manages its knowledge. This is the simplest and most direct answer. This is actually quite fair because we can simply describe the answer with the word “knowledge” and “management” itself. While the answer is acceptable, it does not describe the whole picture of KM. KM does not have a specific definition because the definition can vary in different perspectives (e.g. business, process and technology). Below is one of the definitions of KM that is widely accepted due to its simplicity and broad context: “Knowledge management is a discipline that promotes an integrated approach to identifying, acquiring, evaluating, retrieving and sharing all of a company's information resources. 'business. These resources may include databases, documents, policies, procedures, and skills and experience previously not acquired in individual workers” (Duhon, 1998). In this definition, Duhon manages to succinctly capture the broad scope of KM. Obviously having all knowledge resources well organized would provide great value to an organization.2. What is knowledge?...... middle of paper...... As a result, it can lead team members to produce new ideas and make better decisions. Knowledge Café is a simple and cost-effective program and can encourage knowledge sharing and the creation of a knowledge sharing cultureWorks Cited1. Arun Hariharan (2002), “Knowledge Management: A Strategic Tool”, Journal of Knowledge Management Practice, Vol. 3 No.3, pp.50-59.2. Duhon, B. (1998). “It's all in our heads”, Inform 12(8), pp. 8-13.3. Davenport, T.H. (1994), “Saving the soul of IT: human-centered information management”, Harvard Business Review, Vol. 72 n. 2, pp. 119-131.4. Davenport, T.H. and Prusak, L. (1998), Working Knowledge: How Organizations Manage What They Know, Harvard Business School Press, Boston, MA.5. Benjamins, R., Fensel, D., & Gómez-Pérez, A. (1998), “Knowledge management through ontologies”, Proceedings of the CEUR workshop (CEUR-WS.org).