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Article
Publication date: 5 January 2022

Tahleho Tseole and Ngoako Solomon Marutha

The purpose of this study is to investigate a framework for knowledge retention to support business continuity in cross-border mergers of the telecommunications industry…

Abstract

Purpose

The purpose of this study is to investigate a framework for knowledge retention to support business continuity in cross-border mergers of the telecommunications industry in Lesotho.

Design/methodology/approach

This study applied a qualitative case study, with data collected through interviews from a purposively selected sample of staff members who held managerial positions. Information in this study was partially extracted from the PhD thesis of Dr Tseole ET supervised by Prof Ngulube P at the University of South Africa completed in 2021.

Findings

The study discovered that a considerable amount of knowledge may have been lost because employees who either left the organisation or those who were apparently forced to resign during the process had left without any proper knowledge retention arrangements.

Research limitations/implications

The framework proposed in this study may be used in framing future studies as a theoretical framework. The study also provides new literature for review and discussion of background in future related studies.

Practical implications

The framework provided in the study may be used as a benchmark in the knowledge management industry and/or organisations for policy development or improvements and implementation of knowledge retention strategies.

Social implications

Through recommendations and framework provided by this study, organisations will be able to improve their services to their sphere of influence in the surrounding communities. So, community will be receiving an improved and good service at all the times.

Originality/value

A framework for facilitating knowledge retention in the cross-border mergers of the telecommunications industry is therefore proposed and the researchers believe it will be helpful to the organisation for improving knowledge retention going forward, particularly in the merger process.

Details

VINE Journal of Information and Knowledge Management Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2059-5891

Keywords

Article
Publication date: 21 October 2021

Rayees Farooq

This study aims to test the relationship between employee exit and knowledge retention. The study also tests the moderating role of organizational structure on the…

Abstract

Purpose

This study aims to test the relationship between employee exit and knowledge retention. The study also tests the moderating role of organizational structure on the relationship between employee exit and knowledge retention.

Design/methodology/approach

A purposive sample of 310 in India was used. The hypotheses were tested using the exploratory factor analysis (EFA), structural equation modeling and moderating analysis using SmartPLS.

Findings

The results showed that employee exit positively affects knowledge retention. Moreover, the organizational structure does not moderate the relationship between employee exit and knowledge retention. Two factors were identified through the EFA, of which knowledge-based systems were found to be the most important, followed by management support.

Originality/value

The study attempts to test the relationship between employee exit and knowledge retention and also develops and validates the multidimensional measure of knowledge retention.

Details

VINE Journal of Information and Knowledge Management Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2059-5891

Keywords

Article
Publication date: 19 July 2011

Moria Levy

Knowledge retention is becoming a main challenge in many countries, as knowledge becomes a main asset of organizations. The research questions the challenge of how can

8348

Abstract

Purpose

Knowledge retention is becoming a main challenge in many countries, as knowledge becomes a main asset of organizations. The research questions the challenge of how can organizations minimize the loss of important knowledge while experiencing high levels of retiree? The research aims to suggest a framework for knowledge retention initiatives in organizations.

Design/methodology/approach

The research methodology is multi‐case research. The unit of analysis is organization (eight organizations analyzed, overall more than 30 retiree knowledge retention mini projects). Data linkage to the propositions and method of interpretation – explanation building technique.

Findings

This research suggests that successful knowledge retention can be achieved in three primary stages: defining scope; documenting (planning and implementation); and integrating knowledge back into the organization. Special care must be dedicated throughout the process to: retaining best practices and unexpected situations; structuring the process of knowledge retention; structuring retained documentation.

Research limitations/implications

Academic implications are two‐fold. First, it suggests that assessment projects, which estimate knowledge loss risk, and described in most academic researches, should be eliminated in knowledge retention models; second, research should continue, developing more models regarding detailed planning and implementation stages, as initiated in Hofer‐Alfeis DeLong and here. Further research should be conducted in order to discover how effective the suggested methods are in retrospect (after years, and not only after months).

Practical implications

Business implications do exist. The case studies described, using the proposed framework, show that knowledge retention is not only important, but also applicable. Structuring the process and results, as described above, may provide organizations with guidelines how to conduct such projects.

Originality/value

Its value is in changing the suggested known frameworks for knowledge retention, enabling more effective and efficient knowledge retention, and therefore less knowledge loss in organizations.

Details

Journal of Knowledge Management, vol. 15 no. 4
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 11 May 2015

Naresh Kumar Agarwal and Md Anwarul Islam

This paper aims to investigate how libraries prevent the loss of knowledge with people leaving or resigning, and the strategies they adopt to retain this knowledge and to…

3979

Abstract

Purpose

This paper aims to investigate how libraries prevent the loss of knowledge with people leaving or resigning, and the strategies they adopt to retain this knowledge and to transfer organizational knowledge to new employees.

Design/methodology/approach

Data were gathered from 101 academic librarians from 35 countries in 6 continents who provided qualitative answers to two open-ended questions in a survey questionnaire.

Findings

Documentation, training and digital repositories were found to be the primary strategies used. A number of respondents admitted to retention and transfer being done poorly. Very few libraries had a formal knowledge management (KM) process. The study proposes a theoretical framework for knowledge retention and transfer in libraries.

Practical implications

Libraries will be able to learn of retention and transfer strategies, and identify gaps in their KM process based on the mapping of a specific strategy to knowledge dimension or phase of the KM cycle.

Originality/value

This is the first empirical study in the area of knowledge retention in libraries. The study brings together the perspectives of libraries across the world. The primary research contribution is the theoretical framework which can be used to further research on knowledge retention and transfer in the context of libraries.

Article
Publication date: 17 February 2012

Ellen Caroline Martins and Hester W.J. Meyer

The purpose of this article is to identify and explore the organizational and behavioral factors that influence knowledge retention, specifically in the tacit knowledge sphere.

9359

Abstract

Purpose

The purpose of this article is to identify and explore the organizational and behavioral factors that influence knowledge retention, specifically in the tacit knowledge sphere.

Design/methodology/approach

A multidisciplinary approach focusing on knowledge management and organizational behavior was followed to develop a theoretical model that identifies the organizational and behavioral factors to be considered when addressing the issues relating to knowledge loss. A quantitative empirical research paradigm using the survey method was adopted to determine the organizational and behavioral factors that impact on knowledge retention. The survey was conducted electronically and on paper in the water supply industry. The exploratory principal component factor analysis technique (PCFA technique) was used to explore the factor structure underlying the variables. The theoretical model was compared with the newly proposed factor model to determine similarities and differences.

Findings

Nine key factors were identified through the factor analysis, of which knowledge behaviors, strategy implementation, leadership and people knowledge loss risks proved to be the most important. In comparing the factor structure of the theoretically derived model and the PCFA‐composed factor structure, some factors essentially remained the same with few changes, and a number of new factors emerged.

Research limitations/implications

The literature study reveals that little research has been conducted in the field of knowledge retention with a behavioral focus. However, a vast amount of literature is found on knowledge, knowledge management, knowledge retention with a focus on organizational challenges and solution driven knowledge retention initiatives, and the organizational behavior discipline as such, thus facilitating the application of the relevant concepts to knowledge retention from an organizational and behavioral perspective.

Practical implications

This study encourages practitioners to take cognizance of the fact that organizations are different and that enhancing and impeding organizational factors as well as behavioral factors of knowledge retention are to be considered.

Originality/value

The findings should provide insight into the organizational and behavioral factors that should be considered in implementing a knowledge retention strategy to retain critical tacit knowledge, thus ensuring organizational effectiveness and competitive advantage.

Article
Publication date: 10 July 2017

Muhammad Saleem Sumbal, Eric Tsui, Eric See-to and Andrew Barendrecht

The purpose of this paper is to investigate how companies are handling the issue of knowledge retention from old age retiring workers in the oil and gas sector. This is…

2561

Abstract

Purpose

The purpose of this paper is to investigate how companies are handling the issue of knowledge retention from old age retiring workers in the oil and gas sector. This is achieved by providing a detailed insight on the challenges and strategies related to knowledge retention through study of companies from different geographical locations across the globe.

Design/methodology/approach

The study adopts a qualitative research methodology and 20 semi-structured interviews, with open-ended and probing questions, were conducted to gain an in-depth insight into the knowledge retention phenomena.

Findings

Knowledge retention activities tend to be inconsistent in majority of the oil and gas companies, with not much work being done regarding knowledge loss from old employees, partly because of the fall in oil prices and layoffs. Oil prices turn out to be a decisive factor in oil and gas industry regarding workforce and knowledge retention activities. The political situation and geographical locations of the companies also affect the knowledge retention activities. Moreover, the aging workforce and retirement issue is more acute in the upstream sector.

Research limitations/implications

The focus of the study was on the oil and gas sector, and thus the research results may lack generalizability.

Originality/value

This paper fulfills an identified need for investigating the issues and challenges of knowledge retention regarding old age retiring employees by taking into account a global perspective and providing a comparison among different companies in different geographical locations.

Details

Journal of Knowledge Management, vol. 21 no. 4
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 15 May 2018

Ewa Wikström, Ellinor Eriksson, Lejla Karamehmedovic and Roy Liff

The focus of this study is on the knowledge retention process, including knowledge capture, knowledge codification and the internalising of knowledge in organisations – a…

1518

Abstract

Purpose

The focus of this study is on the knowledge retention process, including knowledge capture, knowledge codification and the internalising of knowledge in organisations – a key aspect of age management. The purpose of this paper is to contribute to an understanding of the difficulties in this process to discuss implications for organizational measures to retain knowledge.

Design/methodology/approach

This study is based on field research on a Swedish multinational company from the perspective of senior employees.

Findings

The findings indicate that knowledge retention is a complex phenomenon, partly because valued knowledge is tacit and knowing is highly subjective and transferred through learning in collaboration with others in the process of undertaking assignments and acting together in work situations.

Research limitations/implications

Knowledge retention is considered only from the perspective of senior, white-collar employees in this study; it would be of interest to consider other employees’ perspectives as well. A second limitation is that the data were collected at a single site. It could be argued, however, that a single case study research format provides an opportunity to gain deep knowledge and allows for explanations about observed phenomena, thereby contributing towards transferable scientific knowledge.

Practical implications

Knowledge retention is hindered by focusing solely on senior workers and on an explicit and commodified view of knowledge.

Social implications

Knowledge retention should be an on-going way of working throughout the organization in which tacit knowledge and knowing are important.

Originality/value

This study shows the importance of considering knowledge and knowing retention as a matter of continual interaction between actors. Retention of tacit knowledge and knowing is not merely a matter of capturing and codifying knowledge. This study contributes to an understanding of the internalisation of tacit knowledge and knowing in continual interaction and cannot be preceded by a step-wise process.

Details

Journal of Knowledge Management, vol. 22 no. 7
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 13 May 2020

Leonardo Ensslin, Clarissa Carneiro Mussi, Sandra Rolim Ensslin, Ademar Dutra and Lydia Pereira Bez Fontana

The purpose of this paper is to support the management of organizational knowledge retention through a multi-criteria decision aiding–constructivist model.

Abstract

Purpose

The purpose of this paper is to support the management of organizational knowledge retention through a multi-criteria decision aiding–constructivist model.

Design/methodology/approach

This exploratory and descriptive case study presents a decision support model guided by the constructivist approach and proactive in its operationalization.

Findings

The objectives and concerns of decision-makers regarding the retention of organizational knowledge are identified and organized into six strategic areas of concern, namely, recognition, knowledge dissemination, organizational culture, succession of professionals, management of vulnerability origins and knowledge management; a multi-criteria model is constructed and operationalized by a cluster of cardinal scales, showing and measuring the status quo of the performance profile, both in a local and global way, to support the management of the organization's knowledge retention; activities are classified into three performance levels (compromising, competitive and excellent), supported by graphical and numerical evidence; and the process to generate actions to improve the performance of critical activities and create the conditions to maximize the results of the organization is illustrated.

Practical implications

Based on the model, decision-makers are now aware of the essential aspects to support knowledge retention management, enabling them to monitor the current situation and proactively respond to ensure that the current knowledge potential is maintained and exploited.

Originality/value

Use of a constructivist approach to support the management of knowledge retention, incorporating into the model the specifics of the context and the values of its managers, and thus giving it legitimacy.

Details

Journal of Knowledge Management, vol. 24 no. 5
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 23 March 2011

Jayachandra Bairi, B. Murali Manohar and Goutam Kumar Kundu

The purpose of this paper is to develop and evaluate an effective employee retention plan for information technology (IT) service organizations as part of a knowledge

2649

Abstract

Purpose

The purpose of this paper is to develop and evaluate an effective employee retention plan for information technology (IT) service organizations as part of a knowledge management (KM) strategy.

Design/methodology/approach

The employee retention plan is evaluated at three IT multi‐national companies which are providing global IT services with successful knowledge management systems (KMS) in place. Semi‐structured telephone interviews were conducted with senior managers and team leaders of three companies. The data collected is used for studying attrition and retention and its impact on KM.

Findings

The paper provides evidence of various strategic, technological, and local issues influencing the success of retention and its benefit to KM programs in global IT service companies. Organizations adapt attrition control measures for long‐term benefit. These measures help in effective KM, serving the client at lower cost with consistent service levels.

Research limitations/implications

Interviews are limited to three large companies in the IT services sector in the Bangalore (India) region. Future in depth studies would benefit from a larger and more diverse sample. It is suggested that IT service organizations develop and practice effective employee retention plans along with effective KMS.

Practical implications

To provide clear benchmarks for developing employee retention capabilities, an employee retention plan for IT services is proposed. The employee retention plan is discussed from a consistent delivery perspective and in view of effective KM practice.

Originality/value

The paper conducts an evaluation of the retention measures and provides a roadmap for future research endeavors.

Details

Journal of Systems and Information Technology, vol. 13 no. 1
Type: Research Article
ISSN: 1328-7265

Keywords

Article
Publication date: 28 December 2021

M. Saleem Ullah Khan Sumbal, Irfan Irfan, Susanne Durst, Umar Farooq Sahibzada, Muhammad Adnan Waseem and Eric Tsui

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.

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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

Details

Kybernetes, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0368-492X

Keywords

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