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The purpose of this paper is to shed light on developments in Norwegian companies’ active-ageing policies, and hence offer insight into what characterises those Norwegian companies offering measures to retain their older workers.

The research questions are investigated using data from two surveys carried out among a representative sample of Norwegian companies in 2005 and 2010. The two data sets are analysed both separately and jointly, being merged to obtain a pooled cross-section data set. Both multivariate logistic and linear regression are applied.

The proportion of companies offering retention measures, as well as the extensiveness of their retention efforts (the number of different measures offered), has increased considerably from 2005 to 2010. What characterises these companies however is surprisingly similar in 2005 and 2010. The retention efforts of Norwegian companies seem to be part of a holistic approach to active ageing. Offering a number of different retention measures is more common among companies having initiated “measures to facilitate lifelong learning” and “measures to prevent health problems or reduced work capacity”. The financial incentives embedded in the contractual early retirement scheme seem also to have a significant impact on retention efforts.

The employers’ perspective has received little attention in previous research and the authors are the first to report on developments in Norwegian companies’ retention efforts over time. Knowledge about what characterises employers offering such measures will be important for future efforts to increase employments rates among older workers, which is an aim for most European countries.

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.

This paper aims to directly test the assertion by proponents of executive stock option repricing that repricing leads to increased management retention. Previous studies find either no effect or decreased retention following stock price repricing. This paper uses a more precise research design to re-examine the relationship between stock option retention and management retention.

The authors use an empirical methodology and construct a sample of 158 firms and 201 repricing events, and a control sample of 201 non-repricing firms. They then examine executive turnover in the four years following the stock option repricing event.

It was found that, consistent with agency theory, stock option repricing actually results in greater executive retention. Specifically, CEO retention is significantly greater for repricing firms relative to non-repricing firms for up to three years following the repricing date, and non-CEO executive retention is significantly greater for two years.

Firms continue to restructure management through stock option repricing. However, recent option repricing has been undertaken during a period when the economy is in decline, making it is difficult to disentangle effects of option repricing on management retention. Hence, this paper uses repricing data from an earlier period, from 1992-1997, when the economy was good.

Many firms argue that when stock options are out-of-the-money and managerial talent is in demand, repricing executive stock options is necessary to retain managers. Previous studies find contradictory or no support for this view. Using a much more precise methodology, this paper shows that firms do retain managers when they reprice their options compared to when they do not.

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 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.

Using “districts” nested within “regions”, this multi‐level analysis research aims to examine whether a climate of supervisory‐support at a “district”‐level (as measured by perceived supervisor support (PSS)), and “region”‐level unemployment rates were related to “district”‐level retention rates of blue‐collar part‐time employees (PTEs).

Blue‐collar PTE retention rates (from company records) and PSS levels (from a company‐wide survey) of a large global service provider were gathered. “Regional” unemployment rates were collected via publicly‐accessible government statistics.

The study finds that PSS levels of blue‐collar PTEs were related to retention rates. Additionally, through the nested relationship of the study, the “region”‐level unemployment rate was also related to PTE retention levels.

Limitations of the study included generalization to other companies, inability to collect demographic data, sample size and sampling issues, and concerns about the measurement of retention.

This study revealed that supervisory‐support climate was important in PTE retention. This paper gives mechanisms that managers can use to improve PSS levels of employees. Additionally, since organizations exist in environments, results show that the external environment may affect organizational outcomes, no matter what occurs internally in the organization.

This study is unique since it focused specifically on blue‐collar PTEs, a much‐needed group of people to research. The paper gave ways for managers to enhance their relationship with PTEs, thereby having special value for managers and those who study managerial development. Additionally, the study gave evidence that organizations exist in environments, and factors outside the organization may affect retention within organizations.

Adopts a holistic approach that examines the combined effects of satisfaction, trust and switching barriers on customer retention in a continuous purchasing setting. Argues that such an approach helps uncover hitherto neglected effects on retention and, in the process, unveils more cost effective ways of retaining customers. Drawing on this framework develops several hypotheses regarding the main and interaction effects of customer satisfaction, trust and switching barriers on retention. Tests these hypotheses on data from a large‐scale mail survey of fixed line telephone users in the UK, finding that both customer satisfaction and trust have strong positive effects on customer retention. Contrary to some assertions in the literature, however, finds that the effect of trust on retention is weaker than that of satisfaction. Nevertheless, the interaction between trust and satisfaction also has a significant effect on retention, indicating that building both customer satisfaction and trust is a superior strategy to a focus on satisfaction alone. Qualitative evidence from the survey offers further support for this finding. Even a “satisfying” service recovery process might be inadequate to prevent loss of trust, with significant implications for future consumer behaviour. Finally, the results show that switching barriers have both a significant positive effect on customer retention as well as a moderating effect on the relationship between satisfaction and retention. While service providers may be able to retain even dissatisfied customers who perceive high switching barriers, argues that ideally, firms should aim at a combined strategy that makes switching barriers act as a complement to satisfaction.

This paper presents an educational virtual reality (VR) game and experiments with different methods of including it into the teaching process. The purpose of this research study is to discover if immersive VR games can be used as an effective pedagogical tool if blended with traditional lectures by assisting learning gain, memory and knowledge retention while increasing edutainment value.

This research design comprises three different methods of learning: lecture-based involving lecture slides, infographics, and a video, game-based involving an immersive VR game of oil rig exploration, and the combination of lecture and game-based. Participants of each method filled up a questionnaire before and after participation to measure the learning gain, memory, and knowledge retention.

From the predominant findings of the study, the combined method demonstrated a significant increase in learning gain, memory, and knowledge retention and maybe a potentially suitable pedagogical tool.

Limitations of the study include findings based on one VR game with a specific educational topic, additionally, it is suspected that having different participants for each of the three methods may have slightly affected the results, albeit to a limited extent.

Findings of this study will provide evidence that VR games can be used alongside traditional lectures to aid in the learning process. Educators can choose to include VR games into their curriculums to improve the educational delivery process.

This research contributes to ways of incorporating VR games into educational curriculums through findings of this study highlighting the combination of VR games with lectures.

The main purpose of this paper is to highlight the significance of TAM factors in the light of some external factors on students' e‐retention and the mediating role of e‐satisfaction within United Arab Emirates (UAE) e‐learning context.

The relative importance of TAM factors was examined, as well as enjoyment and blackboard design on students' e‐satisfaction and e‐retention. The survey was designed and administrated using face‐to‐face method. Data were collected from a convenient sample of students who use blackboard system. AMOS 6 was used to test for the hypothesized relationships.

Perceived usefulness has a direct and positive relationship with students' e‐satisfaction and e‐retention while perceived ease of use has only a direct relationship with students' e‐retention. Design features and enjoyment have only a significant relationship with students' e‐satisfaction without any direct relationship with students' e‐retention. Finally, students' e‐satisfaction has a direct relationship with students' e‐retention.

This research has only surveyed students from one university in UAE. Further testing of the proposed conceptual model across different industries and countries is needed to determine the generalisability and consistency of this study's findings.

The proposed model of students' e‐retention prediction has the potential to help UAE university managers to understand some of the factors influencing students' behaviours and attitudes toward e‐learning systems. This will lead to improving the education quality within the context of UAE.

This paper is a significant trial in how TAM factors and other external factors might influence students' e‐satisfaction and e‐retention within UAE e‐learning context.

The main purpose of this paper is to highlight the significance of service quality factors on customer retention within the Australian traditional and automated banking contexts.

The relative importance of traditional and automated service quality factors on customer retention was examined with the intention of determining which indicator factors are likely to have a significant impact on customer retention. The paper then proposes a conceptual model of the relationship between service quality factors within the two contexts and customer retention. AMOS 5 was used to test for the hypothesized relationships.

All of the traditional service quality factors have positively influenced customer retention. Conversely, this paper finds that automated service quality in general has no positive significant influence on customer retention.

This research was applied to the financial institutions in Queensland, Australia. Further testing of the proposed conceptual model across different industries and countries is needed to determine the generalisability and consistency of this study's findings.

The proposed model of retention prediction has the potential to help Australian bank managers to strengthen the customer‐bank relationship and, ultimately, to enhance customer retention ratios.

The key contribution of this paper is a conceptualisation of customer retention predictors that takes into account both traditional and automated service customer interactions with banks.