When knowledge is static, it will be similar to tacit knowledge. When knowledge flows, it can benefit many entities that come in the path and it can also be refined further and transformed into other forms for proper usage. According to Argote and Ingram (2000), knowledge transfer represents the process of affecting one unit with the experience of another and is measured by the changes that have taken place in knowledge or performance of the recipient units. The unit may be an individual, group, department or division. In organizations, the experienced and skilled people can contribute in guiding and training their team members to enhance their current level of expertise in the assigned tasks. In the paper, “Knowledge Transfer in Training Processes: Towards an Integrative Evaluation Model”, the authors Alonso Perez-Soltero, Carlos Aguilar-Bernal, Mario Barcelo-Valenzuela, Gerardo Sanchez-Schmitz, Angel Luis Meroño-Cerdan and Rene Daniel Fornes-Rivera, have attempted to analyze the various variables and different methodologies used to evaluate training and also identify the different types of evaluations and tools used to evaluate and quantify learning. With the help of a thorough literature review, the authors have made it possible for researchers to know about 35 identified methodologies and select the most appropriate one for a specific situation. It was recommended to integrate knowledge in training evaluation, integrate evaluation tools and create custom-made models for each organizational need to solve evaluation problems.

Most of the works of information technology firms are in the form of projects. There may be routine projects going with the existing technologies and skills, and there may be projects demanding adoption of new technologies and skills. Providing support to the project people to acquire and exchange new knowledge would benefit them to update their skills and perform well in the assigned tasks. The authors, Kandukuri Veena, Nasina Jigeesh and M S Bhat, in their paper, “Knowledge Management Practices in Managing Projects and Project People: A Case Study of an Indian IT Company”, have presented a case study done in a big Indian IT firm about the learning happening and KM practices being adopted in managing the projects and the project people. The authors have interviewed several project people at different levels to understand how the company supports organizational learning and encourages the project people to enhance their skills and knowledge. It was reported that the IT firm implements KM through four stages—conducting meetings, identifying knowledge gaps, knowledge sharing and documentation of project successes. The paper also highlights the role of Human Resources (HR) department in facilitating acquisition and sharing of knowledge, taking care of knowledge upgrades and designing and conducting suitable programs.

Ontology of knowledge deals with different concepts and issues related to knowledge and also the relationships among them. In the paper, “The Search for Relevance in Knowledge Management: An Ontological Perspective”, the authors, Sidharta Chatterjee and Sujoy Dey, have focused on the importance of organizing knowledge for its efficient use in organizational decision making. For this purpose, they have presented two mathematical models of reference to design the systems mostly intended for organizing knowledge in knowledge organizations. Each model specifies different unique scenarios with the help of discovering arguments related to its ontological framework wherein knowledge exists. The results demonstrate the use of ontology in understanding and organizing knowledge systematically and more efficiently. It is reported that knowledge gets classified according to its usability and application, when the new knowledge becomes accepted after validation.