The Internalization mode enablers are training, mentoring, active participation, and continuous self-development. During the Internalization mode, people absorb record-ed knowledge by putting it into practice over time. This can be examined through the access and use characteristics of knowledge artefacts. The findings show that Inter-nalization enablers enhance continuity and performance by developing knowledgeable people in the teams. When people in the teams, both staff and volunteers, could find what knowledge resources existed, and had access permission and equitable acces-sibility to internal knowledge artefacts, the knowledge artefact presence was 98% higher, with 90% more updated knowledge artefacts, and performance was higher by 26% (questionnaires). Additionally, graded knowledge artefacts, having simple step-by-step introductory versions progressing to more detailed ones, available in a variety of media are easier to adopt and to use (concept pilot interviews, methodology pilot interview, interviews, questionnaires). Providing training and the tools that the teams need, related to dramatic positive increase in knowledge artefacts and a dramatic in-crease in performance by 81% for staff and 71% for volunteers. Training and equip-ping teams was the single most important demographic form for improving not only the tacit knowledge within people but also the recorded and up-to-date knowledge in the organisation, and related to the greatest performance increase (questionnaires). The research therefore showed that providing equitable access to a comprehensive package of knowledge resources that is accompanied by training, is the most beneficial activity a cultural heritage organisation can do to improve its organisational sustainability and performance across all four objectives.  

The barriers internally (to the organisation) for providing such a package, are lack of capacity, limited financial resources, and organisational culture. Small teams did not have operational availability, or technological infrastructure, or budgets, to maintain a comprehensive professional development training programme (interviews, questionnaires). Many organisations did not have the processes, or good habits, for systematically collating, organising, and updating their knowledge resources (concept pilot interviews). Additionally, high competition for jobs negatively affects knowledge sharing within organisations. And volunteers are frequently seen as extra workload rather than help, often receiving minimal training, and have restricted access to knowledge resources, which makes them less useful or engaged (concept pilot inter-views, interviews, questionnaires). 

Externally, the difficulty of finding the right knowledge resources was a significant barrier. Furthermore, accessing external training, networking events, and knowledge artefacts, often involves cost and time, and is a piecemeal activity, provided through short-project funded support that leaves no continuity to those knowledge resources once the project ends (literature, interviews, questionnaires).

The Internalization enabling challenges for the knowledge curating design therefore are to develop a continuity and quality to the knowledge resources, and to nurture the organisational culture that empowers equitable access to them.

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