<p>The purpose with this paper is to find out how the knowledge development is functioning within the hotel industry and if it would be possible to implement Knowledge Management as a strategy.</p><p>The procedure used during the method part is a case study, with semi structured interviews. The method of reasoning during this paper has been abduction this is because the approach to this research has oscillated between both a deduction and a induction approach.</p><p>The theories that this paper have been based upon is Mr I Nonaka’s thoughts around the four modes of knowledge; Socialization, Externalization, Combination and Internalization. The four different modes are comparable to four different ways of learning that are separate from each other but at the same time connected through a knowledge spiral which makes it possible for the four modes to collaborate as a unit of knowledge.</p><p>Six interviews have been carried out for the empirics, the interviews all came from different fields of work. During the interviews almost all of the personnel asked where positive to knowledge development and knowledge exchange both within the hotel and with the outside. The only exception was the cleaner who only was focused on a internalization mode of learning. The interviews also showed that the there is a will amongst almost all personnel to take part in the procedure of all the knowledge modes but the monetary aspect and the lack of time makes it harder for them to do so.</p><p>The result of the analysis of this paper is that the hotel where the case study was made was that, if used the hotel could benefit from a knowledge management strategy but it is nothing they implement in their management of the hotel today.Also shown in the analysis is that if the knowledge management strategy is supposed to be successful within the hotel and make them save both money and time all different fields of work within the hotel must be involved and time must be invested to save time. But most important of all the management must realize how much power there is in knowledge.</p>

The purpose with this paper is to find out how the knowledge development is functioning within the hotel industry and if it would be possible to implement Knowledge Management as a strategy. The procedure used during the method part is a case study, with semi structured interviews. The method of reasoning during this paper has been abduction this is because the approach to this research has oscillated between both a deduction and a induction approach. The theories that this paper have been based upon is Mr I Nonaka’s thoughts around the four modes of knowledge; Socialization, Externalization, Combination and Internalization. The four different modes are comparable to four different ways of learning that are separate from each other but at the same time connected through a knowledge spiral which makes it possible for the four modes to collaborate as a unit of knowledge. Six interviews have been carried out for the empirics, the interviews all came from different fields of work. During the interviews almost all of the personnel asked where positive to knowledge development and knowledge exchange both within the hotel and with the outside. The only exception was the cleaner who only was focused on a internalization mode of learning. The interviews also showed that the there is a will amongst almost all personnel to take part in the procedure of all the knowledge modes but the monetary aspect and the lack of time makes it harder for them to do so. The result of the analysis of this paper is that the hotel where the case study was made was that, if used the hotel could benefit from a knowledge management strategy but it is nothing they implement in their management of the hotel today.Also shown in the analysis is that if the knowledge management strategy is supposed to be successful within the hotel and make them save both money and time all different fields of work within the hotel must be involved and time must be invested to save time. But most important of all the management must realize how much power there is in knowledge.

Syfte: Mot bakgrund av vikten av kunskap som konkurrensmedel syftar studien till att undersöka hur kunskap sprids i den interna organisationen i ett större bemanningsföretag. Metod: Studien utgår från en kvalitativ ansats med deskriptiv analys. Den primära datakällan grundas i semistrukturerade intervjuer med konsultchefer i ett större bemanningsföretag i Sverige. Datan kompletteras med interna dokument och analyseras med hjälp av Nonakas teoretiska modell kunskapsspiralen. Slutsats: Studien visar att kunskapsspridningen mellan konsultchefer och den interna organisationen i ett bemanningsföretag kan förstås med hjälp av Nonakas definition av explicit och tyst kunskap, samt teoretiska modell “kunskapsspiralen”. Konsultcheferna sprider tyst kunskap mellan sig genom “socialisering” och omvandlar den till explicit kunskap genom “externalisering”. Explicit kunskap samlas in av organisationen på centralnivå för att genom “kombination” lagras och spridas brett i organisationen. När konsultcheferna använder den explicita kunskapen utvecklar de tyst kunskap igen genom“internalisering”. På så sätt sprids kunskap mellan individer och organisationen.