People are the bearers of tacit knowledge. And the sharing of tacit
knowledge is crucial to the success of knowledge management. For this reason,
perturbations in the composition of the workforce can have significant impact
on the organization’s performance. Accordingly, the knowledge management
process within an organization must take into account not only the processes
and material resources but, more importantly, the people by whom knowledge
is generated. This is what is known as the “people and culture” enabler in
knowledge management.