Tracking and capturing tacit knowledge of individuals in a way that can be leveraged by a company is one of the fastest growing challenges in knowledge management. In addition, the dynamism and changing role of today’s economy brings with it many challenges left with organizations to face. As employee turnover is caused by many uncontrollable factors, this paper aims at exploring how organizations can reduce its negative impact by creating and retaining critical knowledge, rather than suggesting ways in which employee turnover can be reduced.

Thesis (M. A. (Information Studies) -- University of Limpopo, 2021 / Knowledge retention involves capturing knowledge in an organisation, so that it can be used later, after the employees left the organisation either due to retirement, resignations, or death. The organisation has invested time and money in harnessing knowledge of individual employees and when they leave, the organisation is at risk of losing its investment. The aim of this study was to examine Knowledge retention strategies at NIOH. The study investigated the extent to which organisational knowledge was managed, knowledge retention strategies, philosophies and motivation of knowledge retention strategies and effectiveness of knowledge retention strategies at NIOH. Exploratory research design and quantitative research approach were used to conduct this study. The target population of the study were doctors, medical scientist, technicians and technologies at NIOH. Purposive sampling was used to select the respondents of this study. Data was collected through a questionnaire and analysed using Microsoft excel 2016. The results of the study revealed that NIOH is able to retain its organisational knowledge. The study further revealed that knowledge retention strategies used by NIOH include ICT and staff meetings. The findings further revealed that there was little or no reward system to encourage knowledge retention. The study recommends that the organisation implement and strengthen the rewards system to successfully encourage knowledge retention amongst employees. It is further recommended that the organisation develop Knowledge management section to ensure that all the processes of knowledge management are well coordinated

Immersive virtual reality (VR) technology has brought many new opportunities for training researchers and students. In the traditional training environment, trainees usually follow verbal instructions (lecture) or visual instructions (video tutorial, job manual) as certain training methods. For this research study, we not only tested how much procedural knowledge the trainees could learn from the VR training compared with traditional media training (video plus instruction manual), we also specifically focused on how well the knowledge could retain in a certain amount of time. The finding of this study shows that VR training can help trainees learn procedural knowledge, and also shows that VR training can help enhance procedural knowledge retention in terms of recall error. However, we did not find any significant difference in recall time between VR training group and traditional media training group.

This research considers the organisational factors and processes that impact on knowledge retention and subsequent perceptions of organisational effectiveness during downsizing/restructuring events. By exploring these relationships, the research seeks to help organisations facing downsizing/restructuring to identify best practices to support employees during the process and achieve positive organisational outcomes. The thesis presents a detailed review of the literature in the field of downsizing and organisational restructuring, together with knowledge, knowledge sharing and organisational effectiveness. A conceptual framework and hypotheses, informed through the literature and qualitative focus group process, were developed for testing. Data were collected from 81 organisations, drawn from both the private and public sectors. Analyses enabled detailed consideration of the impact of perceived levels of organisational knowledge on perceptions of post-downsizing/restructuring organisational effectiveness. The significance of relationships between downsizing/restructuring events, both decisions and processes, and knowledge sharing in organisations undergoing downsizing/restructuring were also examined. Findings indicate the need for open and honest relationships between managerial (Decision Makers and Implementers) and non-managerial employees (Affected Employees) in order to achieve successful organisational outcomes. The impact of knowledge sharing on organisational knowledge was assessed by studying the extent of both formal knowledge sharing and informal networks present in respondent organisations. The direct impact of knowledge sharing on organisational outcomes was also analysed and discussed. / Conclusions are reached that both formal knowledge sharing and informal networks have a significant impact not only on perceived levels of organisational knowledge but also on post-downsizing/restructuring organisational effectiveness. However, different aspects of knowledge sharing appear to be more significant to Decision Makers and Implementers and Affected Employees. For business, the findings of this research demonstrate a need to concentrate on organisational knowledge during downsizing/restructuring in order to achieve improved outcomes. The findings suggest this can be done through attention to ensuring that intent and interpretation of the decisions and processes involved are open and honest. Assessment of the knowledge present in the organisation and a focus on retention of key individuals with important knowledge is also advisable. Communication of what is planned and inclusion of employees in both planning and implementation were identified as ways in which organisations can do so, thereby promoting distributive and procedural fairness throughout the process. Formal knowledge sharing strategies arose as being important to achieving improved organisational outcomes, particularly to Decision Makers and Implementers. These strategies included identifying, capturing and storing information in ways that are accessible to employees. Documentation of practices and procedures was also found to be important as was careful planning of the change. / Communication, providing training and support to survivors and allowing the necessary time for sharing knowledge were also identified as key strategies. Overall, developing a culture and climate within the organisation that is supportive of knowledge sharing was found to be central to achieving improved organisational effectiveness. Informal networks were identified by Affected Employees as impacting on both perceived levels of organisational knowledge and, indirectly on organisational outcomes. The research indicates the Decision Makers and Implementers and Affected Employees have different perceptions about the role and importance of informal networks. Those implementing downsizing/restructuring may therefore need to examine the structure and operation of informal networks prior to downsizing/restructuring to ensure they are adequately supported during the process. Informal networks may also be utilised to assist in bringing about the change. The findings of this research are important to assist organisations develop best practice approaches to downsizing/restructuring. With increasing acceptance of downsizing/restructuring as a business strategy, this research provides insights into key issues of downsizing/restructuring events and knowledge retention as predictors of improved organisational outcomes.

Although many efforts have been exerted to increase safety on construction sites, it has never been easy to run a construction project with zero accidents. Previous research indicated that lessons learned from previous projects could help construction professionals prevent repetitive mistakes, but those lessons are based on individual experience, and therefore it is difficult to document and reuse them. Various web-based database systems were suggested to better manage this tacit knowledge in construction, but transforming someone's tacit knowledge into value for the next project using these systems is still challenging. Well-designed computer games often offer a number of constructive instructional features especially for young generations who have grown up in an era of computer games. Research in education reports that visual presentation facilitates the human's cognitive process. Would visual representation of tacit knowledge in a computer game help construction professionals acquire tacit knowledge and use it to reduce repetitive accidents on construction sites? In order to figure out whether visual presentation of accident cases in a computer game could improve tacit knowledge acquisition and retention, a prototype Xbox 360 computer game presenting accident scenes using 3D computer models was developed and tested with college students working in the field of construction management. The game had 3D construction site accident scenes with treasure boxes hidden and the players had to find the treasure boxes and read the information obtained from it. The treasure boxes were placed relative to the information they carried. The text part had the same accident scenes explained in text with details of what should have been followed to avoid the accident. Students from the field of construction management and civil engineering were requested to participate in the test. Each participant went through two accidents in text and two accidents in the game environment and answered a set of 16 questions based on the knowledge they gained. There was no time limit for the test. They also had to answer an exit question as to which training method they preferred. The participants were asked to come again on the seventh day to answer a set of 16 questions without going through any training to check the retention of knowledge. Statistically we can say that on an overall basis visual training had more correct answers than text for knowledge dissemination as well as retention. But there was no statistical difference seen in the number of correct answers obtained from dissemination and retention tests for text as well as visual training.

This thesis delves into the issues associated with the aging workforce in the capital projects industry and proposes a methodology for mitigation of the loss of experiential knowledge. In the context of the capital projects industry the thesis examines the dynamics of the aging workforce, the nature of experiential knowledge, and the risks associated with the loss this knowledge. The thesis reviews state-of-the art literature surrounding these issues, and goes on to discuss the mitigation program developed by the Construction Industry Institute’s research team RT 292, of which the author was a key investigator. The combined industry experience of the research team was used to guide the development of the program and was supplemented by interviews and surveys with industry experts. The program proposes a methodology for effectively pairing a retiree with an effective experiential knowledge transfer strategy. A broader goal of the program is to instigate a cultural shift within organizations to a more proactive approach to experiential knowledge retention. / text

Paper presented at the 15th LIASA Conference. 8-11 October 2013, Cape Town

Self-directed learning (SDL) readiness skills and the command and/or retention of content knowledge have been identified as key factors for success in post-secondary settings. The Government of Jamaica (GOJ) has stated that two in three Jamaican secondary school graduates lack the requisite content knowledge and self-directed learning skills needed for advancement in the work space and in postsecondary education (Vision 2030 Jamaica National Development Plan, 2009). This dissertation examined the efficacy of project-based learning (PBL) as a method of instruction for improving SDL readiness skills and content knowledge retention. More specifically, the phenomenon was explored within the context of a developing country – in this case – Jamaica. The difference in SDL readiness skills and content knowledge retention was investigated among 8th grade students in an urban high school under PBL conditions (N = 30) and under Traditional Direct Instruction (N=35) using a quasi-experimental design. Data on students’ SDL readiness skills, knowledge comprehension and content knowledge retention were collected using validated instruments. Scores on all three measures were recorded pre-intervention and post-intervention with a follow-up on content knowledge retention. One way repeated measures mixed ANOVAs were run. Results showed that on SDL readiness skills, the difference over time for the PBL group was significantly different from the difference over time for the TDI/control group (pp

This thesis's purpose was to gain a deeper understanding of how organizations create knowledge retention (KR), both proactively (day-to-day basis) and reactively (when an employee decides to resign), to avoid knowledge loss. A qualitative multiple case study was conducted through semi-structured interviews, with eight respondents from eight different organizations. An analytical model based on Levy’s (2011) KR framework and Nonaka and Takeuchi's (1995) knowledge spiral model was developed as a tool to understand the KR process in practice. The study found that all studied organizations worked proactively to retain knowledge, either structured or unstructured. The respondents with a structured, proactive KR process did not apply a reactive KR process, showing that they are more prepared for handling potential knowledge loss when employees resign. The respondents that did not apply a structured, proactive KR process applied a reactive knowledge retention process, where the main explanation for this was lack of time or unawareness of the process. Furthermore, no clear groups emerged in the empirical material as the companies faced different challenges at each stage of the analytical model. Lastly, the study concludes that these findings could be particularly relevant for organizations seeking to conduct KR processes to avoid losing valuable knowledge.

Aim: The overall aim of the thesis is to describe and understand how Vietnam-based management consulting SMEs retain organizational knowledge in cases of employees’ departure and further develop strategies for knowledge retention. Methodology: Qualitative research via semi-structured interviews in 2 Vietnam-based management consulting SMEs (1 medium-sized company and 1 small company) was conducted. Findings: Knowledge retention is still a rather new concept in the Vietnamese context, interestingly, however; some knowledge retention initiatives have been unconsciously implemented by Vietnam-based management consulting SMEs. Small-sized companies, which suffer more from resource scarcity in terms of human, finance, time, tend to be less active in knowledge retention than medium-size companies. More efforts have been put in retaining tacit knowledge by management consulting SMEs in Vietnam. Among the factors influencing knowledge retention, leadership is seen to be the key factor to decide the successful implementation of knowledge retention of Vietnam-based management consulting SMEs. Vietnamese culture is also found to have indirect impacts (either positive or negative) on knowledge retention through other factors (leadership, organizational culture, personal attitudes), however the effect of national culture on knowledge retention varies from firm to firm, largely depends on SMEs’ leadership. Practical implications: Considering the important roles of leaders in the implementation of knowledge retention, training on leadership skills is highly recommended. Furthermore, trainings on interpersonal skills and personal attitudes towards knowledge retention also need attention. On top of that, it is essential to build up an organizational culture that facilitates knowledge retention and provides appropriate organizational supports (affordable IT systems that suit SMEs’ needs, extrinsic together with intrinsic rewards). Last but not least, knowledge retention activities are recommended to be integrated into daily operations to cope with the issues related to time constraints faced by management consulting SMEs.