从AMC顾问的角度来看，他们的根本政策就是通过培训和发展等方式来降低开支，因此，由于组织不能提供培训和发展员工的方案等，人力资源专业人员在公司中的作用日益增加，招聘和保留专业人才，以遵循中小企业人力资源开发战略的主要特点（Armstrong 2009）。 AMC顾问所遵循的战略是把知识管理作为一种创新的战略性人力资源发展战略。知识发展被全面定义为与组织有关的新兴设计和原则以及以戏剧性方式支持员工知识的结构和应用程序，以利用提高业务价值的创造力和能力。 AMC顾问的知识管理基于三个因素，即基本的人力资源实践，包括高级管理层和领导层的支持，这是一种知识友好和高度共享的文化，同时还有明确的知识管理战略。
这些问题包含了不相关的信息生产和信息饱和。这些中小企业知识管理的工具无法进行知识的创造，并将其作为最初应用的目标进行分享。简而言之，可以说依赖一些用于促进知识创造和转让的选定IT技术意味着编纂的主导战略将会随着知识创造过程而崩溃，这些知识创造过程是中小企业前线中的社会取向（Lekovic et al 2009） 。此外，在一线，只有少数几个系统能够真正鼓励和适应隐性知识的创造。
Key features of a Human Resource Development strategy that are explicit and implicit from a business perspective
From the perspective of AMC consultant, their fundamental policy lies in reduction of expenses such as through training and development and so the role of HR professional’s in the company has increased as the organization cannot provide the programs of training and developing the employees and so various talented professionals are recruited and retained in order to follow the key characteristics of human resource development strategy for SMEs (Armstrong 2009). The strategy followed by AMC consultants is Knowledge management as an innovative strategic human resource development strategy. Knowledge development is defined comprehensively as the set of emerging designs and principles related to organizations along with structures and applications that support workers knowledge in a dramatic manner to leverage the creativity and ability of delivering enhanced value in business. Knowledge management for AMC consultants is based on 3 factors as essential human resource practices inclusive of support from senior management and leadership, a culture which is knowledge friendly and highly shared along with a clear strategy to manage knowledge.
Implications existing for ongoing practise and the prevailing theory
The problems were inclusive of irrelevant information production and saturation of information. These tools to knowledge management in the SME were not able to perform the creation of knowledge and sharing it as an objective for which it was initially applied. In brief it can be said that dependence on some selected technologies of IT used for facilitating the knowledge creation and transfer means implied that a dominant strategy of codification will crash with knowledge creation processes social orientation present in the SMEs front line (Lekovic et al 2009). Furthermore, in the frontline there were only few systems with recognition placed for actually encouraging and accommodating the creation of tacit knowledge.