---
title: Codification vs. personalization strategies
summary: Two major KM strategies in which organizations either store knowledge in repositories for reuse or connect people directly to experts for knowledge exchange.
sources:
  - knowledge-management.md
createdAt: "2026-04-18T11:22:41.937Z"
updatedAt: "2026-04-18T11:22:41.937Z"
tags:
  - knowledge-management
  - strategy
  - knowledge-sharing
  - information-systems
aliases:
  - codification-vs-personalization-strategies
  - CVPS
---

# Codification vs. personalization strategies

In [[knowledge management]] (KM), codification and personalization are two strategic approaches for sharing and using knowledge in organizations. The distinction is defined by the form of knowledge being managed and the activities used to share it, especially in relation to [[tacit knowledge]] and [[explicit knowledge]]. Data and information can be treated as explicit, while know-how is typically treated as tacit. ^[knowledge-management.md]

Codification is a system-oriented KM strategy focused on managing knowledge through explicit encoding and storage. In this approach, individuals strive to encode knowledge into shared repositories such as databases, and others retrieve what they need from those repositories. It is commonly described as a document-centered, “people-to-document” method that relies on information infrastructure to carefully codify, store, and make knowledge accessible, often through electronic databases. ^[knowledge-management.md]

Personalization is a human-oriented KM strategy focused on direct knowledge sharing between people. Rather than relying primarily on repositories, it emphasizes ad hoc requests to subject-matter experts, who then provide insights directly to the requester. This approach aims to improve knowledge flows through networking and integration, and is especially associated with the sharing and creation of tacit knowledge. In personalization, information technology has a supporting rather than central role, mainly facilitating communication and exchange. ^[knowledge-management.md]

The two strategies are also described in terms of push and pull models. Codification aligns with an active management or “push” strategy, where knowledge is deliberately captured and placed into shared systems for later reuse. Personalization aligns with a “pull” strategy, where people seek out expertise when needed and receive tailored guidance from experts. ^[knowledge-management.md]

A central reason for distinguishing these strategies is that knowledge differs in how easily it can be shared. One KM perspective treats knowledge as content that can be stored once codified. Another, relational perspective emphasizes the contextual and relational nature of knowledge, which can make it difficult to transfer outside the setting where it was developed. This helps explain why codification is often associated with more explicit forms of knowledge, while personalization is better suited to contextual, experiential, or tacit knowledge. ^[knowledge-management.md]

At the same time, the source material notes that the tacit/explicit distinction is not always clear-cut. Early KM research emphasized converting tacit knowledge into explicit knowledge so it could be shared and later internalized by others. Later work argued that this distinction can be oversimplified, and that making knowledge explicit involves translating it into information expressed through symbols. This suggests that codification can be powerful, but also that not all knowledge can be fully captured in documents or repositories. ^[knowledge-management.md]

Codification is typically supported by technologies such as [[knowledge repository|knowledge repositories]], databases, content management systems, document management systems, enterprise portals, expert systems, and collaborative software. These tools help collect, structure, store, and distribute codified knowledge across the organization. ^[knowledge-management.md]

Personalization is typically supported by organizational mechanisms that connect people to people rather than only people to documents. Examples in the source material include [[communities of practice]], expert directories, mentoring, master–apprentice relationships, job shadowing, storytelling, after-action reviews, and other forms of direct interaction that help transfer tacit knowledge. ^[knowledge-management.md]

Neither strategy stands alone as a complete KM solution. More generally, KM initiatives depend on a combination of people and culture, processes and structure, and technology. Early case studies also emphasized that people and cultural norms are critical to successful knowledge creation, dissemination, and application, while measurement, benchmarking, and incentives can help accelerate learning and cultural change. ^[knowledge-management.md]

Organizations may choose between codification and personalization according to their goals and the kind of knowledge they need to manage. More broadly, KM strategies are intended to improve performance, support innovation, share lessons learned, strengthen organizational learning, and increase competitive advantage. In practice, codification helps with reusing established knowledge at scale, while personalization supports richer exchange where knowledge is difficult to formalize. ^[knowledge-management.md]

The distinction also relates to a broader KM framework that separates the creation of new knowledge from the transfer or exploitation of established knowledge. Collaborative environments such as communities of practice and social computing tools can support both creation and transfer, which means codification and personalization may complement each other rather than compete. ^[knowledge-management.md]

## Related concepts

See also [[Knowledge management]], [[Tacit knowledge]], [[Explicit knowledge]], [[Knowledge sharing]], [[Knowledge transfer]], [[Knowledge repository]], [[Communities of practice]], and [[Knowledge audit]].

## Sources

- knowledge-management.md