As a consequence of an aging workforce, electric utilities are at risk of losing their most experienced and knowledgeable electrical engineers. In this research, the problem was a lack of understanding of what electric utilities were doing to capture the tacit knowledge or know-how of these engineers. The purpose of this qualitative research study was to explore the tacit knowledge capture strategies currently used in the industry by conducting a case study of 7 U.S. electrical utilities that have demonstrated an industry commitment to improving operational standards. The research question addressed the implemented strategies to capture the tacit knowledge of retiring electrical engineers and technical personnel. The research methodology involved a qualitative embedded case study. The theories used in this study included knowledge creation theory, resource-based theory, and organizational learning theory. Data were collected through one time interviews of a senior electrical engineer or technician within each utility and a workforce planning or training professional within 2 of the 7 utilities. The analysis included the use of triangulation and content analysis strategies. Ten tacit knowledge capture strategies were identified: (a) formal and informal on-boarding mentorship and apprenticeship programs, (b) formal and informal off-boarding mentorship programs, (c) formal and informal training programs, (d) using lessons learned during training sessions, (e) communities of practice, (f) technology enabled tools, (g) storytelling, (h) exit interviews, (i) rehiring of retirees as consultants, and (j) knowledge risk assessments. This research contributes to social change by offering strategies to capture the know-how needed to ensure operational continuity in the delivery of safe, reliable, and sustainable power.

Sustainability has become a crucial aspect in the fight against climate change, with the European Union focusing on bio-economies as a tool for transitioning away from fossil fuel dependencies through sustainable substitutes. Forestry plays a pivotal role in bio-economies and holds the potential to spearhead this transition. However, the industry faces challenges in creating- and capturing the appropriate types of value. The purpose of this study is to explore strategies for creating and capturing value from sustainability within the forestry industry to ensure resilience and sustainable development in the market. Employing a single case study of the Swedish forest company Sveaskog, as well as 17 interviews with four internal employees, six ecosystem partners, two benchmarked companies in other raw resource industries, and fivesubject matter experts, the study delves into ways of maximizing the created- and captured value arising from sustainable initiatives within forestry. A strategy framework, consisting of four strategies; The Economic-, The Environmental-, The Social- and The Maximized strategy is proposed to maximize value capture from sustainable initiatives. Examining these strategies reveals the risks and opportunities associated with each approach, emphasizing the need for a balanced, holistic strategy to ensure long-term resilience and sustainability in the market. The findings provide valuable insights for forestry companies seeking to adopt sustainable business models and contribute to the broader goal of sustainable development.