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This paper seeks to propose and discuss a knowledge management tool which has been designed to enable small to medium-sized enterprises (SMEs) to obtain information about the concentration of relevant knowledge with certain individuals respectively in certain departments.

The tool represents an outcome of the authors' ongoing research activities related to the danger of knowledge loss due to turnover or long-term absence. A static knowledge map was developed based on a series of semi-structured interviews with 14 organization members from a German medium-sized enterprise operating in the printing sector. To apply this knowledge map to a broader range of SMEs a knowledge management tool has been developed. As underlying framework, the IC classification scheme and the concept of social capital were utilized.

The knowledge management tool helps smaller firms to calculate a “knowledge at risk” score, which gives them a better understanding of their critical organization members and what is making them critical.

The tool's outcome can illustrate the potential danger of organizational turnover, which hopefully triggers the development and implementation of specific replacement/retention measures in a timely manner.

A tool is proposed that identifies indispensable organization members within SMEs. The tool's strength is its simple but powerful nature which does not require long-term preparation and/or training.

The purpose of this article is to investigate how organization retain the knowledge of Contract Workforce (CWF) and to understand the associated challenges in this regard.

Adopting an inductive approach, 15 semi-structured interviews were conducted with senior managers, project heads and consultants working in leading oil and gas companies across eight countries (USA, Australia, UAE, KSA, Pakistan, UK, Thailand and Russia). Thematic analysis was carried out to analyze the data collected.

CWF appears to be a significant source of knowledge attrition and even knowledge loss in the oil and gas sector. There are various risks associated with hiring of CWF, such as hallowing of organizational memory, repeated training of contractors, no knowledge base, workforce shortage among others which can impede the knowledge retention capability of O&G companies in the context of contract workforce. Various knowledge retention strategies for CWF have been revealed, however, there is interplay of various factors such as proportion of CWF deployed, proper resource utilization, cross-functional multi-level teams' involvement and strength of transactional ties. Maintaining strong relationships (Transactional ties) is crucial to maintain a virtual organizational memory (partial knowledge retention) and to follow a adopting a rehired when required policy.

The knowledge retention issue in the context of CWF has not be addressed in past researches. This article attempts to fill this gap.

One of the emerging roles of management accountants in organizations is the design and operation of their organization's knowledge management system (KMS) that ensures the strategic utilization and management of its knowledge resources. Knowledge-based organizations face identifiable general risks but those whose primary product is knowledge, knowledge-products organizations (KPOs), additionally face unique risks. The management accountants’ role in the management of knowledge is even more critical in such organizations. We review the literature and survey a small convenient sample of knowledge-products organizations to identify the general risks knowledge-based organizations face and the additional risks unique to KPOs. The general risks of managing knowledge include inappropriate corporate information policies, employee turnover, and lack of data transferability. Additional risks unique to KPOs include the short life span (shelf-life) of knowledge products, the challenging nature of knowledge experts, and the vulnerability of intellectual property. The paper includes recommendations for management accountants in KPOs to develop and maintain competitive advantage through their KMS. These include developing enterprise-wide knowledge policies, fostering collaboration and documentation, addressing knowledge security, and evaluating the effectiveness of the KMS.

The study seeks to examine the transformation of tacit knowledge (TK) into business performance by developing a two‐stage framework involving two processes: TK utilization and externalization.

Owing to the limited understanding and interest expressed by hotel professionals through a preliminary telephone survey, a mail survey targeting a representative sample of solely four‐ and five‐star hotels was conducted. Still, a small number of responses were gathered, and so additional telephone interviews were also conducted with two hotel managers for gathering more qualitative information.

Findings revealed an increased unfamiliarity of hotels with TK, which in turn eliminated their activities for externalizing and utilizing TK and enhancing business performance. TK externalization was reported as critically important to be first achieved, as TK utilization builds and uses the potential TK stocks that are created through TK externalization. Respondents also mainly used outcome‐oriented metrics for assessing TK externalization processes, ignoring process‐oriented metrics evaluating the effective implementation of TK processes.

Despite the small number of responses, findings imply an increased urgency to raise industry‐wide awareness regarding the strategic role and importance of TK for improving business performance. However, enabling TK externalization processes are deemed as an essential first step, before establishing infrastructures and providing organizational incentives for motivating TK utilization.

Most studies focus on examining TK's characteristics and its utilization in different business processes, while fewer studies explore TK transformation into enhanced business performance. This study sheds light on such issues by proposing a two‐stage framework showing how to both manage and measure performance of TK utilization and externalization processes for enhancing business performance.

The purpose of this two-part study is to systematically review, analyze and critically synthesize the current state of empirical research on knowledge loss induced by organizational member turnover (KLT).

A systematic literature review was conducted based on 91 empirical studies on KLT.

Part I of the study contributes to the advancement of KLT scholarship by mapping key developments in empirical research on KLT (publication trends, methodological and theoretical foci, heterogeneity of geographical, industrial and organizational contexts); encapsulating KLT antecedents associated with both voluntary and involuntary turnover; and revealing a broad scope of KLT effects at organizational and unit level.

This study has limitations related to inclusion/exclusion criteria used for creating the review sample and the “Antecedents–Phenomenon–Outcomes” logic used to synthesize the findings.

Part I of the study offers a systematic synthesis of KLT empirical research with respect to KLT antecedents, outcomes and factors affecting them.

This paper aims to offer a practical lens grounded in the relatively unexplored industry setting of medical devices. The objective of this paper is to use two in-depth case studies to highlight the key findings of an exploratory knowledge assessment framework surrounding the areas of knowledge creation, acquisition, sharing and reuse.

An interpretivist paradigm was followed while using two case studies. The study was developed over a three-year period using 36 in-depth interviews, document analysis and observation.

At the case companies, these findings were concluded: Across groups, cross-functional sharing is siloed, which leads to a lack of knowledge sharing. Cultural issues, such as hoarding of knowledge, hinder knowledge management (KM) initiatives. Employees new to the organisation find it difficult to locate knowledge. Employees are dependent on their informal network. The implementation of several KM initiatives is hindered because staff do not have sufficient time. Knowledge reuse is not given attention when targets have to be met. Due to time issues and informal network dependence, there is a lack of formal systems use. There is a lack of ownership of knowledge. There are knowledge retention problems. The organisation does not know its employees’ skills.

The usual limitations of case-study research apply surrounding generalisability; however, the author has used best practice in the application of this study using the case-study literature.

By exploring at firm level some of the factors associated with individual knowledge acquisition and providing empirical evidence, the study contributes to richer understanding of what should be perceived by potential knowledge recipients to enhance their acquiring knowledge from others. The research shows that for increased competitiveness, knowledge should be shared among organisational members and highlights some of the pitfalls of using KM systems to achieve this.

The proposed framework offers a lens to organisations with which they could gauge their knowledge base and ask the how and why questions. This would improve awareness in the areas of knowledge acquisition, sharing, learning and reuse.

This paper aims to review research on the topic of knowledge leakage to establish the current body of knowledge and, on this basis, to suggest some promising avenues for future research.

The study consists of a systematic review of 57 refereed empirical articles on knowledge leakage.

The findings contribute to a more holistic view of the topic and complement the study of knowledge management. Additionally, a conceptual framework is proposed that aims at guiding and informing future research activities.

This study may not have enabled a complete coverage of all empirical articles in the field of knowledge leakage. Yet, based on the chosen research methodology, it seems reasonable to assume that the review process covered a large share of studies available.

To the best of the authors’ knowledge, no systematic literature review on knowledge leakage has previously been published in academic journals.

This paper aims to review research on the topic of knowledge risks to establish the current body of knowledge and, on this basis, to suggest some promising avenues for future research.

This study consists of a systematic review of 52 refereed articles on knowledge risks.

The findings contribute to a more holistic view of the topic and related aspects and, thus, complement the study of knowledge management. Additionally, a number of research questions are proposed, aimed at guiding and informing future research activities.

This study may not have enabled a complete coverage of all articles in the field of knowledge risks. Yet, based on the chosen research methodology, it seems reasonable to assume that the review process covered a large share of studies available.

To the best of the author’s knowledge, no systematic literature review on knowledge risks and related issues has previously been published in academic journals.