IntroductionThe success of knowledge transfer in an organization depends on the efficient transfer and utilization of knowledge. Employees need specific skills and knowledge to effectively perform their duties. In most organizations, the effective use of knowledge increases productivity, creates a competitive advantage, and ultimately improves the bottom line. However, efficiently transferring knowledge has proven to be a difficult challenge. The difficulty is finding and gathering superior knowledge and then getting employees, managers, and departments to use that knowledge. How then can an organization transfer knowledge to the many individuals who need it to optimize their productivity? This discussion paper examines the challenge of knowledge transfer and presents an effective method to transfer critical knowledge and identifies the knowledge management strategy. More specifically, the conditions required for effective knowledge transfer, current approaches for knowledge transfer are discussed and efficient forms of knowledge transfer are presented. Communities of practice in knowledge transfer are also highlighted along with the conditions and charter for effective knowledge transfer. Definition of 'Knowledge Transfer' 'Although there are many definitions of knowledge transfer, for the purposes of organizational knowledge management and efficiency it can be defined as: • The fact or condition of knowing something with familiarity gained through experience • The range of one's information or understanding. Knowledge consists of behavioral attitudes and those experiences and skills developed in individuals that make them consistent and effective in performing functions in the workplace (Seidman. W & ...... middle of the document ...... wledge and an understanding of communities of practice (CoP) in knowledge sharing. The CoP creates sustainable capacity to innovate through collaboration with the knowledge base in those companies that do not already have the capacity to engage in successful open innovation of knowledge through a conversion of tacit knowledge to explicit knowledge can build a sustainable capacity to innovate within an organization and gain external competitive advantage. Critical success factors of the model in its broadest sense are based on identification from real business needs and challenges to the completion of a project or campaign with reporting, it is not a series of separate processes but rather a single integrated model of people, processes and machinations with important feedback criteria. The success of knowledge transfer depends on this integration.