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The purpose of this paper is to investigate the critical types of knowledge lost when employees depart companies in the oil and gas field.

The study adopts a grounded theory methodology. Twelve semi-structured interviews were conducted with elite informants in the oil and gas sector to gain an in-depth insight into the research problem. ATLAS.ti was used for data analysis and coding.

In the oil and gas industry, employees generally have job rotation and work at various geographical locations during their career. The departing employees possess valuable types of knowledge depending on the role and duties they have performed over the years. These include specialized technical knowledge, contextual knowledge of working at different geographical locations, knowledge of train wrecks and history of company, knowledge of relationships and networks, knowledge of business processes and knowledge of management.

The study findings might only be applicable to the oil and gas sector.

This paper fulfills an identified gap on the identification of critical areas of knowledge loss when employees depart from oil and gas companies. The study adds to the existing body of literature on this underexplored area in the knowledge management literature.

This paper aims to describe the roles and values of personal knowledge management (PKM). It seeks to investigate the roles of PKM in the KM process cycle and assess the values for improving the competences of both individuals and organizations.

A research model was developed based on a critical review of KM and the PKM literature, followed by a survey of the KM participants in KM associations/interest groups/societies. The results and conclusions were made based on the quantitative analysis approach.

The results indicate that PKM is playing important roles in the KM process and both individuals and organizations are benefitting by PKM in improving their competences. The roles of PKM are positively correlated to the values of PKM for individuals and organizations. It is also found that the values of PKM for individuals are correlated to the values of PKM for the organization.

This study is intended as a starting point for exploring the roles and values of PKM. It aims to provide a generalized model of PKM, with further research required for specific contexts.

The conceptual model of PKM 2.0 was developed based on the research findings which provide a better understanding in the area of PKM. This model also sets the foundation for future research and draws the attention of both academics and business executives in this under‐explored area. Up to now, there is no PKM framework or model that leverages on the Web 2.0 concepts. This paper provides the first examination of such aspects.

Premature departure of highly skilled and experienced soldiers is detrimental to the excellence of a military organisation. The organisation can achieve knowledge superiority over adversaries, only if it acknowledges the organisation’s critical knowledge and undertakes necessary steps to preserve it. The purpose of this paper is to find out the critical types of knowledge loss in military organisations when a soldier departs.

This study uses grounded theory methodology with purposive/theoretical sampling of experts from the Indian Air Force, coding and constant comparative analysis to construct different knowledge categories. ATLAS.ti 8 was used for data coding and analysis.

This paper identifies eight types of knowledge categories in a military organisation and specifies the criticality of each category.

This study has been piloted on a single organisation with a limited number of samples. However, the results can be used in future research on exploring generalisation. This study is unique in providing useful insights into the types of critical knowledge loss in a military organisation. Research infuses theoretical rigour to the knowledge management (KM) literature and provides impetus to study various aspects of KM in a military organisation.

This study provides the first set of guidelines for the leaders in military organisations to develop a KM strategy for knowledge loss. Research lists specific and actionable areas of knowledge for the commanders to act with considerable savings to exchequer, time and effort. The result could be reasonably generalised for other military setups in the world.

This paper is highly innovative and would significantly contribute to the under-explored area of KM in military organisations and the KM literature.