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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.

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.

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.

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).

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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

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.

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.

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.

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.

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.

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.

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.

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.

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.

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

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.

Since the subject matters of human resources activities on knowledge intensive firms have been changed by coronavirus disease 2019 (COVID-19) pandemic, this study aims to analyze the impact of stock options on talent retention (knowledge worker retention) and knowledge productivity (innovation) in terms of patents, which directly affect the financial performance of knowledge intensive firms.

Drawing on agency and contingency theory to design the causality model, this study analyzes the data obtained from 227 publicly traded knowledge intensive firms in information technology (IT) and healthcare sectors. Panel data analysis is used to determine the long run causal relationship between firm innovation, knowledge worker retention and financial performance, in addition to ANOVA for evaluating firm size as a lurking variable on the effect of stock options.

The results of this study demonstrate that, when firm size is taken into account, (1) stock options significantly affect knowledge worker retention and firms' financial performance, and this impact is stronger in a during-pandemic situation than in a pre-pandemic situation (2) firm innovation significantly affects firms' financial performance and this impact is stronger in a during-pandemic situation than in a pre-pandemic situation; (3) knowledge worker retention doesn't have a significant impact on firm innovation and firms' financial performance. Moreover, random effect regression analysis for long-term relationships also depicts the same results: knowledge worker retention has non-significant impact on firm innovation and financial performance, but firm innovation significantly affects financial performance.

To the best of the authors' knowledge, the authors are the first to compare the effects of stock options, knowledge worker retention and firm innovation in both pre- and during-pandemic scenarios where firm size is taken into consideration.

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.

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

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.

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.

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

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

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.

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

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

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.

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.

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.

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.

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.

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.

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.

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.

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