The block approach of Probst et al. is probably the most famous knowledge management concept in Germany. The authors describe their concept of knowledge management as a practical approach to knowledge management. The concepts are made up of different building blocks of knowledge management that influence each other (Figure 5). The arrangement of the constituent elements is divided into an inner and outer loop. The outer loop contains the classic elements of management theory, knowledge objectives and knowledge evaluation. These building blocks determine what goals the company wants to achieve and how results are measured and evaluated. The internal cycle describes how the company, starting from knowledge objectives, manages to create and save relevant knowledge for use. These building blocks are knowledge management activities: knowledge identification, knowledge acquisition, knowledge development, knowledge distribution/sharing, knowledge utilization, and knowledge retention. The building blocks are related to each other and before a measure is implemented in one building block, the influences on the other building blocks should be considered. For knowledge objectives, current organizational objectives should be augmented by specific knowledge objectives. Knowledge objectives should be set for the three different levels of management objectives. At the level of regulatory objectives, the framework conditions for a knowledge-oriented organizational culture must be established. The company's mission statement plays an important role in this context and should be expanded with a knowledge management mission statement. Furthermore, top management support should be ensured. At a strategic level the objectives for the target competences set for knowledge m...... middle of paper ...... t for systematic knowledge management. Most of the influencing factors could be considered within the block approach and all important knowledge activities are included. Furthermore, the authors provide several case examples in their book. On the other hand, the concept does not provide an implementation model for the knowledge management concept. A knowledge management audit is not even considered. In contrast to Nonaka's knowledge spiral concept, the block approach focuses on explicit knowledge and offers no tools on how to manage and leverage tacit knowledge. In general for SMEs the concept is applicable because it is easy to understand, but because it does not provide an implementation model. Without an implementation guideline, the effort increases significantly for SMEs and could therefore be considered complex by SMEs.