The building block approach of Probst et al. is probably the best-known knowledge management concept in Germany. The authors describe their concept of knowledge management as a practical approach to knowledge management. The concepts consist of different knowledge management building blocks that influence each other (Figure 5). The arrangement of the constituent elements is divided into an internal and external cycle. The external cycle contains the classic elements of management theory, knowledge objectives and knowledge assessment. 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, based on knowledge objectives, manages to create and save relevant knowledge for its use. These building blocks are knowledge management activities, knowledge identification, knowledge acquisition, knowledge development, knowledge distribution/sharing, knowledge utilization and knowledge retention. The constituent elements are related to each other and before a measure in one constituent element is implemented, the influences on the other constituent elements must be taken into account. For knowledge goals, current organizational goals need to be expanded by specific knowledge goals. Knowledge objectives must be set for the three different levels of management objectives. In terms of normative objectives, the framework conditions for a knowledge-oriented organizational culture should be defined. The company mission plays an important role in this context and should be complemented by a knowledge management mission. Additionally, support from senior management must be ensured. At the strategic level, the objectives for the set of target knowledge skills should be aimed at the systematic processing of knowledge. Most of the influencing factors could be considered under the modular approach and all important knowledge activities are included. Additionally, the authors provide several case examples in their book. On the other hand, the concept does not provide an implementation model for the concept of knowledge management. A knowledge management audit is also not envisaged. Unlike Nonaka's knowledge spiral concept, the modular approach focuses on explicit knowledge and does not offer instruments to manage and exploit tacit knowledge. In general, for SMEs, the concept is applicable because it is easy to understand, but it does not provide an implementation model. Without guidelines for implementation, the effort increases significantly for SMEs and could therefore be considered complex by SMEs..