Purpose – Research on knowledge loss is at an early stage of evolution. This paper seeks to extend the existent literature through an exploratory investigation of the drivers and impacts of knowledge loss, as well as associated retention strategies within manufacturing and service operations. Design/methodology/approach – Multiple research streams are used to explore and capture the complexities and intricacies of knowledge loss within four firms. The author follows a multiple case study approach with theoretical sampling of manufacturing and service firms. Findings – The results of this study suggest that organizations should retain and diffuse architectural knowledge, improve strategic coordination among units, develop existing capabilities through different networking strategies and more effective networks, and transform these capabilities into effective organizational routines to mitigate knowledge loss and increase knowledge retention. Meanwhile, relying solely on standard operating procedures, information systems, and codification of knowledge in databases could undermine knowledge retention and lead to knowledge loss. Practical implications – A comprehensive strategy to guide knowledge management efforts and actions should be adopted. Moreover, knowledge cannot be retained without the adoption of an integrative approach that comprises various strategies and without management commitment and drive. Originality/value – The findings of this exploratory investigation add to the understanding of the knowledge loss phenomenon by showing that it is much more complex than was found in earlier studies emanating from various research streams. The paper proposes directions for future research.

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Knowledge‐based competition has magnified the importance of learning alliances as a fast and effective mechanism of capability development. This case presents a technology transfer project from a university's engineering research center to a private firm to illuminate learning and knowledge‐based determinants of the outcomes of such projects. In this paper, project success and effective knowledge transfer are used interchangeably to indicate a relatively high level of achievement of intended as well as the unintended benefits to the recipient firm. The main focus of this paper is on the contribution of prior related knowledge and the learning processes and activities, performed by the recipient firm, to such benefits. Based on the results of the case study, this paper draws several implications that differ from those prevailing in the literature on organizational learning and technology transfer, proposes ideas for future research, and makes practical recommendations for managers.