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factors of the interactions between people in an organization is the communication between them. The currency of conversations is information as it has been conveyed via the communications' processes; good communication lead to a sharing of ideas and meanings those had constructed messages, options and information, which will be received, considered and discussed until an expected common understanding has been reached, as explained by Cribb and Hartomo (2002). They also added that there are three main ways in communication those support knowledge sharing and creation in organizations:

Publication consists of tangible mediums, such as brochures, handbooks, directories and annual reports, which can improve the flows of explicit knowledge, though they can contain some drawbacks like the requirements of time and employees' interests in order to understand those mediums.

Face-to-face communication, which holds the title of the best and the most effective way to transfer messages and understanding, and it can also lead to an establishment of relationships from this way of communication. The core of this method is that it allowed knowledge to flow from both sides; however, there are still some skills, such as listening skills, negotiation skills and presentation skills, which are needed to be developed as it can enable better knowledge sharing among individuals.

Electronic technologies, which have been developing in an extreme scale in the recent decade, are a potential alternative for the communication since it would bring about the more convenience in communications, despite its requirements of initial investments and organizations' restructures.

However, there is still some disagreement on the topic of communication. According to Buchanan and Huczynski (2007), organizational communication is not neutral as it is constructed from the management's aspect in order to manipulate the attitudes and behaviors of recipients, while, Ichijo and Nonaka (2007) argued that knowledge-based industries underpin the significance of personal contacts and communication by growing role of communities of practice.

Next, groups and teams are very useful devices for the organization as, other than the fact that it helps the organization improve its competencies, it could bring about beneficial relationship between the members of the groups or the teams; however, group and team are not exactly the same thing, though they were used interchangeably for many times (Buchanan and Huczynski, 2007). As noted by Katzenbach and Santamaria(1999), members of a group tend to work on their own, whereas members of a team will work together after the desired goal(s), and a team would give more importance to each member's ideas, while, a group tends to based much on its leader. Moreover, they added that the leadership in a team is transferrable among the members, but it was quite fix to one person in a group. However, team and group also have one thing in common: both of them are formed and will be working toward the desired goal, interest, or task (Johnston and Clark, 2008). As stated by Buchanan and Huczynski (2007), a team is a group which possesses extra (and positive) features, such as co-ordination and cohesion, so a group can be transformed into a team if it manages to acquire those positive features through the learning progress (Johnston and Clark, 2008; Buchanan and Huczynski, 2007).

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