Understanding and managing knowledge loss

Abstract

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.

Factors Influencing Knowledge Retention Process: Case of Lithuanian Armed Forces

“…Many scientists emphasize that there is a lack of knowledge retention strategy in many organizations, since many executives of the organization focus only on the solutions provided by the information technology when preserving the knowledge while ignoring the importance of human factor (Daghfous et al 2013). The codification of the available knowledge and too wide utilization of IT shows very limited understanding of the nature of the available knowledge.…”

“…Intranet, internet, internal databases of the organisations, automated data transfer systems make many of the daily knowledge management processes easier, however only expressible knowledge can be retained in such way. After the individuals, who possess the tacit knowledge, leave such knowledge retention systems can suddenly lose the value (Daghfous et al 2013).…”

“…Daghfous et al (2013) state that knowledge retention strategy should include: the audit of the available knowledge, identification of the meta knowledge, timely process of planning, usage possibilities of the modern IT in the knowledge retention processes as well as the sources of their financing and the disclaimer of the standard operating procedures (SOP) (Daghfous et al 2013).…”

“…Therefore, fre-quent turnover of the employees, the absence of knowledge retention strategy, the changed point of view of young specialists towards the performed activity, forces many organizations to encounter the lack of the strategic manageable knowledge (Martins, Meyer 2011). Daghfous et al (2013) distinguishes positive psychological microclimate and motivation, when the employees of the organisation would willingly share the knowledge and after they would leave the organisation that knowledge would remain with the organisation (Daghfous et al 2013).…”

Factors Affecting Satisfaction and Turnover of Information Technology Workers in India

“…So every possible move has to be exercised to retain the key employees and their expertise if this becomes possible it will serve as an asset to the company [3] . The authors concluded in their study that knowledge work leads to better understanding of goals and apply better practices and create a sense of belongingness [4] . A study conducted by Boston consulting group speculated that in the USA and world-wide will be a shortage of about 60.5 million skilled workers by the year 2020 that will includes a shortage of knowledge workers of around 17 million in USA alone [5] .…”