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Knowledge Retention, Reference, Aggestam, L., Durst, S., & Persson, A.…
Knowledge Retention
Capturing Knowledge for Retention in IT-Supported Repositories
The paper consider IT-supported knowledge repositories to be one part of the organizational memory.
Knowledge capture
involves
The identification of knowledge that is critical to the organizations’ business operations.
The evaluation of the identified critical knowledge in order to decide whether to actually retain it for packaging and dissemination or not.
IT Generic Capabilities
Codifying Knowledge
Creating Networks
knowledge retention
Maintaining, not losing, knowledge that exists in the minds of
people and knowing that is vital to the organization’s overall functioning.
Takes place during a limited period of time and addresses the challenge of transforming an “expert’s most valuable knowledge” to an organizational asset.
three activities
Knowledge Acquisition
Storage
Retrieval
Supports
Individual Learning
Organizational learning
The accumulation of knowledge inside people and the embedding of knowledge in processes, routines, etc.
Includes
Product perspective
Process perspective
require
capturing
packaging
storing
Research Approach
Problem statement
To provide the patients with the best possible treatment, and one essential condition for reaching this is up-to-date knowledge and the sharing of it.
Procedure
Analysis of existing literature and the data collected in the field in order to identify success factors (SFs) that influence the capture process.
Extraction of those SF that influence the identification activity.
Conceptual analysis, organization and grouping of SF with regard to how they influence the identification activity, as well as each other.
Review of identified groups and paraphrasing them into four CSFs. Each included SF in the groups helped the authors to characterize the CSF. The characterization was visualized in a conceptual model.
Association of the identified and characterized CSFs with knowledge retention and accordingly complementation of the conceptual model.
CSFs for the Identification Activity and Their Relation Knowledge Retention.
Conclusions
An effective process of building and employing an organizational memory.
results
CSF1: Employees’ willingness to contribute with knowledge as a critical condition for knowledge retention.
CSF2: Work processes and IT systems as enablers of input from different sources and integrated parts in knowledge retaining activities.
CSF3: Organizational knowledge as a vital identifier of potential knowledge to retain in the repository.
CSF4: Organizational knowledge as the critical basis for understanding what knowledge to capture, i.e., what knowledge is critical from a knowledge retention perspective.
Issues
A holistic perspective on knowledge retention
is critical.
A repository is just one part of knowledge retention, i.e., an understanding needs to be established concerning what knowledge is vital to the organization’s overall functioning and the role the repository can play in order to meet the objectives of the knowledge retention strategy.
Different types of knowledge
Development of repositories
Setting up the maintenance approach
The knowledge capture process must be considered as a process of constant iteration.
CSF for the identification activity and their influencing factors associated with knowledge retention.
Used in KM system
Problem Statement
The primary concern is how to tap the brains of employees who are retiring, moving on to new jobs or otherwise leaving the company.
Knowledge Worker
defined
Anyone who works for a living at the tasks of developing or using knowledge.
Two major perspectives
Technological
The technological perspective of knowledge management stresses explicit knowledge that could be codified and stored in databases and information systems.
Organizational
Knowledge is more tacit, socially constructed and embedded in people and social relationships.
purpose
Is knowledge retention is to grow the institutional memory of the organization.
improve
Innovation
Organizational growth
Efficiency
Employee development
Competitive Advantage
Key pillars
Recognition and reward structure: Making it a part of everyday life.
Bidirectional knowledge flow: Learning from your elders and from your juniors.
Personalization and codification; looking at the connections and collections.
The Golden Gem: Bringing back the golden talent.
strategies
Avoidance of Knowledge Loss through Attrition strategy which focusing on the critical positions where knowledge loss is the greatest threat, identifying and prioritizing the specific knowledge and skills at risk, developing concrete, and actionable responses to mitigate this loss.
Knowledge retention strategy model
Organizational memory model
Example
Problem Statement
Retain the knowledge of people who leave or resign from the library?
Solutions
Through documentation, archiving or history of written policies and procedures, or an after action review.
Through succession or handover training, an exit interview, mentoring by or shadowing the employee who’s leaving.
Through a digital repository in the form of a knowledge base, database, intranet, wiki, blogs, digital repository, social networking site or e-mails.
By building in redundancy through communities of practice or team members working on similar areas as the employee who’s leaving.
Through a formal KM program.
By ensuring adequate notice period from the employee who is leaving and training of other colleagues 6 months before the employee retires.
Retention is done poorly or
the respondent is unaware or unsure of any retention procedure.
Findings
Documentation
Documentation is a useful method in transferring tacit knowledge to explicit, and to find out what’s been documented before incoming.
While documentation helps the outgoing employee externalize, it helps the incoming employee internalize.
Training
Handover training and induction program, orientation or training, are both effective ways for the transfer of tacit knowledge.
Socialization is taking place with tacit-to-tacit conversion of knowledge.
Digital repository
A digital repository is a good place to organize and house them.
Conclusion
The proposed framework is empirically supported.
Knowledge retention is truly successful, it needs to be part of a formal KM program and done on an ongoing, organic basis for all current employees, and not just in the past few days or
weeks before a particular employee leaves.
The mapping of strategies to the four quadrants of the framework based on empirical findings.
Limitations
It was limited to open-ended responses to two simple questions, with data for the study gathered as part of a larger quantitative study.
A bigger sample than 101 would yield more data.
Discussion
Comparing knowledge retention and transfer
strategies for outgoing and incoming employees of the library.
Knowledge-creation framework
Mapping knowledge retention and transfer strategies for
outgoing and incoming library employees to phases of the KM cycle.
Factors affecting knowledge retention and the phases of the KM cycle.
people
includes
Awareness of KM, knowledge retention and transfer,
what it means and what it can bring to them.
Individual intention to be involved in the KM, retention and transfer process.
Motivation and the degree of effort one is willing to put into it, and top management openness and support, as well as proving resources, rewards and incentives for new ideas.
Culture
includes
The library encourages and facilitates knowledge sharing, retention and transfer.
A climate of openness and trust permeates the library.
Flexibility and the desire to innovate drives the learning and work process in the library.
Collaboration and support for collaboration management form a key part of the library’s practices.
processes
includes
KM implementation is in place or if existing knowledge retention and transfer strategies are already in place in the library.
technology
includes
Information technology (IT)-based mechanisms that link library staff and stakeholders to one another, and to public.
An institutional memory that is accessible to the library as a whole.
The library fosters the development of human-centered IT.
An environment where the technology that supports collaboration is rapidly placed in the hands of faculty and staff.
Information systems are real time, integrated and smart.
Two types of enablers
Systems-based knowledge transfer enablers
Document management, procedure repository, contacts database, expert database, social network analysis and online training program.
People-based knowledge transfer enablers
Mentoring, coaching, shadowing, joint decision making, interviews, storytelling, networking, think tanks, forums/ communities of practice.
defines
Knowledge retention involves capturing knowledge in the
organization so that it can be used later.
Reference
Aggestam, L., Durst, S., & Persson, A. (2014). Critical Success Factors in Capturing Knowledge for Retention in IT-Supported Repositories. Information, 5(4), 558–569.
https://doi.org/10.3390/info5040558
Agarwal, N. K., & Islam, M. A. (2015). Knowledge retention and transfer: how libraries manage employees leaving and joining. Vine, 45(2), 150–171.
https://doi.org/10.1108/vine-06-2014-0042
Ghahfarokhi, A. D., & Zakaria, M. S. (2009). Knowledge retention in knowledge management system: Review. 2009 International Conference on Electrical Engineering and Informatics, 2, 343–347.
https://doi.org/10.1109/iceei.2009.5254717
