组织层面和前线阶段都是本次调查的重要组成部分，将从组织中应用的几种策略，系统和技术的角度分析，以分析他们的HRD策略是否是AMC知识管理策略顾问是合适的或不合适的。从收集到的关于组织的前景的数据中可以看出，前线战略和组织战略是不同的，管理知识的相关需求也是不同的。个性化战略被公司的一线层级用来发展和加强员工发展过程（Boxall et al 2008）。一线采用个性化的方法来满足他们对知识管理的需求，通过以非正式的方式创造新的知识，主要是通过学习形式自然的方法获得有限的知识。通过个性化策略创造知识的其他方法包括实践社区，在职培训和边干边学，下一节将详细介绍。另一方面，在组织层面，AMC顾问正在应用编纂策略来满足知识需求。显然，选定的中小企业组织层面主要利用正式和明确的媒介来创造知识并将其转移。这种通过形式化的方法创造知识，包括利用组织的外部培训和对外学习的课程，如正式培训员工的课程。从这种情况来看，显然在中小企业中有两种不同的知识管理策略作为SHRD方法应用（Karami et al 2008）。这两种策略之间的一致性并不明显，导致未来的各种影响，因此，知识管理作为一种战略失败。明确的知识创造是由管理层通过技术手段完成的，这些技术有几个问题。
The organizational level and the frontline phase are both used as an essential part of this investigation which will be analyzed from the perspective of several strategies, systems and technologies applied in the organization to analyze whether their HRD strategy that is the strategy of knowledge management at AMC consultants is appropriate or not along with its implications. It was evident from the data gathered on the organization’s closer outlook, the frontline strategy and the organizational level strategy were both different and the related needs to manage knowledge were also different. Personalization strategy was used by frontline level of the company to develop and enhance employee development process (Boxall et al 2008). Frontline adopted the personalization approach to their needs of knowledge management by creating new knowledge in an informal manner predominantly with limitedly gained knowledge by learning methods of form nature. Other methods to create knowledge by personalization strategy are inclusive of practice communities, on-the-job training and learning-by-doing which will be detailed in the next section. On the other hand, at the organizational level, AMC consultants were applying codification strategy to meet the needs of knowledge. It was evident that the selected SMEs organizational level made use mostly of formal and explicit mediums to create knowledge and to transfer it. This type of creating knowledge through formal methods s inclusive of using external training organized and programmes to learn established externally such as courses to train employees formally. From this scenario, it is evident that in the SME there are 2 different strategies of knowledge management applied as a SHRD approach (Karami et al 2008). The alignment between both the strategies was not apparent leading towards the various implications in the future and hence failure of knowledge management as a strategy. Explicit knowledge creation was done by the management level through technological techniques and these techniques had several problems.