Knowledge loss risk management in a Brazilian public company: the case of AMAZUL

Knowledge loss induced by organizational member turnover: a review of empirical literature, synthesis and future research directions (Part II)

“…replacements of departed employees (Starke et al, 2003; Stark & Head, 2019) and knowledge management (KM) interventions, e.g. adjustments in the existing knowledge transfer (KT) mechanisms (Griggs & Hyland, 2003; Souto & Bruno-Faria, 2022). Reconfiguring knowledge flows is suggested to be dependent on the type of knowledge lost (tacit/explicit), source of knowledge (the departed/replacing employees) and the recipients of knowledge (the remaining employees) (Starke et al, 2003).…”

“…Area of KLT research Departing points (selected references) Future research opportunities Daghfous et al (2021), Durst & Wilhelm (2013), Jain (2022), Kumar & Yakhlef (2016), Leon et al (2017) stakeholders (e.g. customers, suppliers, investors, academic partners) with respect to performance, operations, organizational routines and innovation capabilities Coping mechanisms Bendapudi & Leone (2002), Stark & Head (2019) Identifying new mechanisms, methods and tools allowing for coping with KLT and mitigating its negative effects de Holan & Phillips ( 2004), Klammer & Gueldenberg (2020), L opez & Sune (2013), Wensley & Navarro (2015) Exploring if, when, how and by whom external knowledge repositories can be used for reconfiguring organizational knowledge flows after KLT Understanding how unlearning (intentional knowledge loss) can contribute to coping with KLT and how organisational capabilities for such unlearning should be developed Exploring joint dynamics of learning, unlearning and re-learning which could contribute to effective coping with KLT Massingham (2014a, 2014b, Levallet & Chan (2019) Evaluating effectiveness of the developed mechanisms and approaches Preventive mechanisms Girard (2005), Olander & Hurmelinna-Laukkanen (2015), Souto & Bruno-Faria (2022) Developing strategic approaches to prevent KLT Advancing current understanding of how managers could be encouraged to initiate developing such strategic approaches by studying their perceptions of KLT and needs for developing strategies aimed at KLT prevention Massingham (2014aMassingham ( , 2014b, Massingham & Massingham (2014) Evaluating effectiveness of the developed mechanisms and approaches Chandra et al (2015), Leon et al (2017), Parise (2007), Parise et al (2006)…”

“…Various types of intraorganizational mobility (job rotations, expatriate movements) Eckardt et al (2014), Sumbal et al (2018) Examining combined effects of voluntary and involuntary turnover as antecedents of KLT Outcomes Massingham (2018), Pu et al (2022), Starke et al (2003) Generating more explanations about obtaining positive outcomes of KLT, exploring conditions under which they can occur Chandra et al (2015), Shankar et al (2013) Examining multilevel effects of KLT on teams' social capital and performance Massingham (2018), Pee et al (2014) Understanding KLT effects on remaining employees in terms of their emotions, attitudes and well-being Understanding multi-level effects of KLT on a broad range of organizational external (continued) Kumar & Yakhlef (2016), Leon et al (2017) stakeholders (e.g. customers, suppliers, investors, academic partners) with respect to performance, operations, organizational routines and innovation capabilities Coping mechanisms Bendapudi & Leone (2002), Stark & Head (2019) Identifying new mechanisms, methods and tools allowing coping with KLT and mitigating its negative effects de Holan & Phillips ( 2004), Klammer & Gueldenberg (2020), L opez & Sune (2013), Wensley & Navarro (2015) Exploring if, when, how and by whom external knowledge repositories can be used for reconfiguring organizational knowledge flows after KLT Understanding how unlearning (intentional knowledge loss) can contribute to coping with KLT and how organisational capabilities for such unlearning should be developed Exploring joint dynamics of learning, unlearning and re-learning which could contribute to effective coping with KLT Massingham (2014a, 2014b, Levallet & Chan (2019) Evaluating effectiveness of the developed mechanisms and approaches Preventive mechanisms Girard (2005), Olander & Hurmelinna-Laukkanen (2015), Souto & Bruno-Faria (2022) Developing strategic approaches to prevent KLT Advancing current understanding of how managers could be encouraged to initiate developing such strategic approaches by studying their perceptions of KLT and needs for developing strategies aimed at KLT prevention Massingham (2014a...…”