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uch as e-mail, video conferencing, forum, web server, and etc make knowledge sharing, which could be the core of improvement for organizations, especially in public sector (Rashman et al, 2009), among people within an organization become more efficient (Cross et al, 2001). Zack (1999) stated that a distinction can be made based on their functional characteristics. The first category of ICTs is called integrative technologies which sustain management of stocks and sequential flows of codified knowledge in organization. This kind of technology such as database seems to be suitable for sharing know-what which is knowledge about fact and minimal understanding of things. The second category is interactive technology which represents all applications that support interactions and cooperation among people. Therefore, interactive technologies are appropriate for sharing know-how which refers to skills and competences. Know-how depends on practical experience and it is difficult to codify or explicit. For high degree of tacit knowledge, people have to share context, routines, and experience. The most advanced technology is not enough to improve coordination and face-to-face must take place (Feher, 2006).

However, there were still some problems in knowledge management as stated in a number of studies (Cowan and Foray, 1997; Ivory et al, 2007; Newell et al, 2009; Martensson, 2000): To begin with, it is hard to identify which knowledge is tacit since there was no clear applicable definition to everything, so it was quite hard to determine the trigger of Nonaka's SECI cycle of knowledge creation. Next, they added that the conveyance of knowledge can be difficult as the perception of individuals might be wrong, so it could be very hard to transfer knowledge to the latter tier(s) in organization. In addition, there could be some problems in knowledge codification; for example, the interpretation could be tricky due to distinctive style of experts, there could be some omitted content(s) during the codification, special knowledge and capture skills are required, and knowledge codification could be costly, includes in term of money, time, and human capital. Lastly, there could also be some problems in knowledge sharing, such as the reluctant to share knowledge due to lack of incentive and the risk of losing the organizational importance of individuals, some knowledge might be non-renewable so sharing them was not really beneficial, and there could be difficult to specify a proper media choice in every cases as it could be varied with richness and competencies at the knowledge capture.

人们在组织之间的相互作用——Interactions between people in organization

Interactions between individuals within an organization is crucial to its performance because it is not only help the people in organization and the organization itself to achieve some tasks those cannot be done with just a single person (Buchanan and Huczynski, 2007; McAllister, 1995; Ragins, 1997), but also can enhance the processes of knowledge management within an organization which prior to better operational quality (Alavi and Leidner, 2001; Cross et al, 2001; Newell et al, 2009; Nonaka, 1994). Therefore, appropriate relationship between organization's employees can lead to both better cooperation and organizational performance's development.

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