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Lost Knowledge: Confronting the Threat of an Aging Workforce
Abstract
This book shows how the cost of losing human knowledge in a technology-intensive world seriously affects organizational success. It explains what leaders must do to retain critical know-how as millions of aging baby boomers begin retiring from the workforce in the next decade. This aging workforce will produce an unprecedented skills shortage in many sectors. Particularly at risk is the tacit or experiential knowledge needed to maintain high levels of performance in today's complex technological, scientific, and management fields. The book shows how this threatened loss of intellectual capital or 'brain drain' can be addressed with increased attention to workforce planning, knowledge management, and knowledge retention initiatives. It provides a framework and action plan to help managers tackle the interdependent challenges of increased retirements, more competitive recruiting, and greater turnover among mid-career employees created by changing workforce demographics.
... The process of organizational knowledge retention ( Figure 1) is represented by the capture, storage, and retrieval of knowledge for its reuse (De Long, 2004;Chan, 2016, 2019). ...
... To achieve this, knowledge capture involves practices and routines that allow knowledge to be kept available for retrieval (De Long, 2004). In this perspective, capture occurs through mechanisms of knowledge transfer, making this knowledge socially available (Levallet and Chan, 2019). ...
... The storage stage refers to the maintenance of the captured critical knowledge within the organization, utilizing information technology-based tools or otherwise. Knowledge can be stored in individuals, groups, culture, processes, documents, information systems, and databases (De Long, 2004;Levallet and Chan, 2016;2019). ...
... In 2002, NASA initiated a culture change program called "One NASA." The program emphasized a unified strategic plan, commitment for teamwork, tools, and capabilities for better collaboration (DeLong, 2004). This culture change program helped NASA create a retention culture that embraced knowledge sharing, adapting existing knowledge bases, and creating new ones. ...
... This is the core step where we capture implicit knowledge once we establish the environment supporting the knowledge capturing processes. In this step, we will collaborate with multiple (DeLong, 2004). We will work with the client to develop a storytelling program through structured talk sessions/podcasts/digital events. ...
... Apprenticeship at its core means that employees observe, enact, and practice their mentors' core behaviors to gain implicit wisdom through experiential learning. This type of mentoring supports sharing the broadest range of knowledge, from detailed technical skills and tacit cultural values to career development advice, in a relationship that ideally allows the expert to monitor the degree to which knowledge is being acquired (DeLong, 2004). ...
In an organizational setting, a constant stream of implicit knowledge is being created. For example, an organization may have a formal recruitment process to hire candidates - a type of explicit knowledge. However, the effectiveness of the process depends on the recruiter’s skills and experience developed over time as they learn how to hire the highest quality candidates. This
type of knowledge, acquired from practice and experience, is called implicit knowledge. When key talents like subject matter experts, leaders, or other high-performing individuals leave
an organization for any reason, they also take away the implicit knowledge needed to operate at top efficiency and effectiveness. Simultaneously, existing employees who do similar work and
desire to increase their skills and knowledge miss out on the implicit knowledge unless exchanged with each other. This is a problem for organizations since new employees, those moving into new leadership positions, or employees doing similar work might not have the ability to access or share implicit knowledge.
The final proposal discusses implicit knowledge’s capture and transmission strategy, with efficient processes for capturing, storing, and distributing the implicit knowledge within an organization. Our proposal was selected as one of the three winners of the AECT – NATO 2021 Design and Development Competition. We named our solution “the implicit knowledge retention ecosystem.”
Keywords: Implicit Knowledge, Tacit Knowledge, Communities of Practice, Instructional Design, Information Architecture
... A szerzők úgy fogalmaztak, hogy a tudásmegtartás három tevékenységből áll: tudásszerzés, tudástárolás és visszakeresés. Walsh és Ungson ezt a definíciót használja a szervezeti memória meghatározására is, ennek megfelelően a tudás megtartása fokozza a szervezeti memória építését [9]. A tudásmegtartás fogalmi meghatározása szempontjából több definíció is napvilágot látott a szakirodalomban. ...
... Kutatási eredményei alapján Levy hangsúlyozza, hogy a szervezeteknek a folyamatot minden esetben a hatókör meghatározásával szükséges kezdeniük, továbbá kiemeli annak szükségességét, hogy a keretrendszer adott szervezethez való igazításához szükség van a kontextuális és specifikus elemek figyelembevételére [17]. Egeland a 2017-es évben továbbá úgy fogalmazott, hogy a tudásmegtartás egy olyan stratégia és/vagy gyakorlat, amelyet a szervezet jelenlegi és jövőbeli teljesítménye szempontjából kritikus jelentőségű ismeretek, információk, készségek és kapcsolatok azonosítására, megszerzésére és megtartására használnak [9]. A szakirodalom megemlít továbbá egy részletesebb és szisztematikusabb folyamatot, amely a K.Exchange névre hallgat [13]. ...
... A tudásmegtartási stratégiának egy másik javasolt keretrendszere Liebowitz [18] nevéhez fűződik, aki négy pillért határozott meg a tudásmegtartás megvalósítása érdekében. A szerző által meghatározott négy pillér az elismerés és jutalomkultúra, a kétirányú tudásáramlás, a személyre szabottság és kodifikáció, valamint az arany tehetség visszahozása [9]. A 4. ábra átfogó képet nyújt a Liebowitz-féle négypillér keretrendszerről. ...
... Knowledge loss is "the diminished capacity for effective action or decision making in a specific organizational context" (p. 13), which occurs at the organizational or group level (Delong & Storey, 2004). It occurs when employees with important knowledge leave the organization, when codified knowledge (e.g. ...
... documents and databases) is lost or even when knowledge decays (Massingham, 2018). Also, it can occur through failures in the reorganization of the work environment and the difficulty in accessing knowledge files due to lack of maintenance, improper maintenance or obsolete database (Delong & Storey, 2004). ...
... The analysis of the three articles shows that the knowledge loss is a factor that impacts organizational resilience, the main reason for the loss being the departure of employees. This is in agreement with other authors who, when analyzing organizational loss, identified that retirement and turnover generate organizational loss knowledge (Delong & Storey, 2004;Sulaiman, Nordin & Noor, 2016;Rashid, Clarke & O'Connor, 2017;Su, Yang & Li, 2017;Sumbal et al., 2018, Geeraerts, Tynjälä & Heikkinen, 2018. Thus, considering the structures of Intellectual Capital, Human Capital has a greater implication in terms of knowledge loss and resilience. ...
Understood that knowledge loss is an imminent risk to organizations as it occurs when employees with valuable knowledge leave the organization, when there are problems with codified knowledge or when the organization does not properly manage knowledge. In this context, organizational resilience can be affected, since intangible resources enable organizational responses to the unexpected. Considering that the aspects that generate losses can be common to organizations, it is also important to identify what are the possible gains that the system has, as a result of these situations. Thus, the objective of this article is to understand the state of the art under knowledge loss in the context of organizational resilience and to identify the possible gains arising from these critical situations. As a proposal, a classification according to the concept of Intellectual Capital based on the three main dimensions: Human Capital, Structural Capital and Relational Capital. Thus, a literature review was carried out in order to identify the impacts of the loss of knowledge on resilient responses, as well as the gains for the organizational system. This theoretical study aimed to contribute to the scientific advancement of knowledge loss, to the advancement of organizational resilience aspects, as well as to Intellectual Capital. Also, it was proposed to advance in the understanding of knowledge gains, since regular aspects to organizations such as turnover, waste of knowledge, low volume of specialists and absences from work generate risks to critical knowledge. These, in turn, affect the resilience and structures of the IC. Presenting knowledge vulnerabilities makes it possible to identify possible positive impacts, in order to ensure proper knowledge management, in favor of organizational resilience and its sustainability. As a result, the study showed that the loss of knowledge is mainly from Human Capital, however there are direct and positive impacts on the structural and relational capital of the organization, as loss mitigation strategies lead to strategies for strengthening relationships and internal improvements in its structure. Furthermore, the creation of unlearning and organizational learning environments can contribute to the resilience of the system.
... Knowledge is increasingly recognized as the most important economic resource, exceeding the traditional resources of capital, labor and land (Drucker, 1992). In addition, the role of knowledge in increasing operational efficiency and effectiveness is undeniable (DeLong, 2004). ...
... Several ways have been found to increase organizational knowledge retention and minimizing unintentional knowledge loss. Human resources and knowledge management strategies have been proposed to deal with knowledge retention (DeLong, 2004). Unintentional corporate knowledge loss tends to view loss as a consequence of a lack of retention (Levallet & Chan, 2016). ...
... XYZ to manage, store, and disseminate knowledge that exist in the company so that it can help to be more innovative and boost the competitiveness of the company against its competitors. There are four types of initiatives in implementing knowledge retention in companies (DeLong, 2004). The four types of initiatives are as follows: HR processes and practices; knowledge transfer practices; IT application to capture, store & share knowledge and knowledge recovery initiatives. ...
The potential of knowledge loss when an employee retires or resigns is high at PT. XYZ a plastic injection company in Indonesia. Therefore, it is required to evaluate their knowledge retention strategy (KRS) and developing a knowledge management system (KMS). The evaluation of KRS using Organizational Knowledge Retention Framework developed by David DeLong and for designing KMS model using the 10-Step KM Roadmap method developed by Amrit Tiwana. Through a well-developed KRS and KMS design model, PT. XYZ can overcome the problem of losing the knowledge that occurs because employees retire or resign.
... Organisational knowledge loss is a central problem in knowledge management (KM) literature and practice (Mariano, Casey & Olivera 2020;Handa, Pagani & Bedford 2019;DeLong 2004;Levy 2011;McQuade et al., 2007;Parise et al. 2006;Scalzo 2006;Schmitt et al. 2011), together with its creation, transfer, application and retention (Nonaka 1994;Nonaka & Takeuchi 1995;Argote & Ingram 2000;DeLong 2004;Levy 2011;Szulanski 2000). However, loss of organisational knowledge is not regarded a central issue by human resource management (HRM) functions (Bordeianu & Buta 2015;. ...
... Organisational knowledge loss is a central problem in knowledge management (KM) literature and practice (Mariano, Casey & Olivera 2020;Handa, Pagani & Bedford 2019;DeLong 2004;Levy 2011;McQuade et al., 2007;Parise et al. 2006;Scalzo 2006;Schmitt et al. 2011), together with its creation, transfer, application and retention (Nonaka 1994;Nonaka & Takeuchi 1995;Argote & Ingram 2000;DeLong 2004;Levy 2011;Szulanski 2000). However, loss of organisational knowledge is not regarded a central issue by human resource management (HRM) functions (Bordeianu & Buta 2015;. ...
... The complexity calls for the effective management of these organisational knowledge risks, together with the management of human resources as critical sources of that knowledge. Organisations cannot compete effectively in the knowledge economy unless they are serious about knowledge retention and management (Ensslin, Mussi, Ensslin, Dutra & Fontana 2020;Gope, Elia & Passiante 2018;DeLong 2004). ...
State-owned enterprises (SOEs) play a significant role in the South African economy and are the key drivers for delivering on the country’s developmental mandate. Nevertheless, many SOEs are facing a phenomenon of organisational knowledge loss caused largely by an attrition of their much-needed firm-specific human resources through voluntary and involuntary turnover and a lack of retention strategies. Human resource management (HRM) departments in state-owned enterprises are failing to play their role in the knowledge management (KM) agenda despite being the custodians of firm-specific human resources. In any company, organisational tacit knowledge, as a source of sustained competitive advantage, is contingent on human resources. In SOEs, employees are sources of such knowledge. In many SOEs, this problem of organisational knowledge loss is exacerbated by a lack of knowledge management practices, the absence of organisational structures and roles dedicated to knowledge management, a silo mentality and red tape.
The purpose of the study was to develop a framework on knowledge loss reduction that integrates knowledge management and human resource management practices in the South African state-owned enterprises. This study followed a mixed methods research approach by using an exploratory sequential design. A qualitative phase was conducted first (through the interviews and document analysis of annual reports), while in the second, and quantitative phase, a survey questionnaire was used to test the knowledge and research findings revealed by the qualitative phase.
The qualitative data were collected from nine SOEs in five market sectors through the use of interviews with twenty purposively selected HR managers. The data collection phase also included the analysis of annual reports. The research findings of the qualitative phase were used to develop a survey questionnaire for testing in the quantitative phase. The survey questionnaire that was used to collect data in the second phase of the study, was distributed to 585 employees and KM practitioners in the SOE sector and had a response rate of 25%.
The study revealed that the majority of the SOEs lacked dedicated KM functions and roles in their organisational structures. The study also established that there was a serious lack of synergy between the HRM and KM practices of the few SOEs that had dedicated knowledge management function and roles in the structures. A lack of key strategies for managing and reducing organisational knowledge loss contributed to knowledge stickiness and reduced knowledge protective capacity. However, on a positive note, recruitment and training practices were found to be effective in the sourcing and development of firm-specific human and knowledge resources. Despite their shortcomings, these two practices played an important role in capacitating knowledge creation and acquisition, thus boosting knowledge-absorptive capacity in the SOEs. Nonetheless, the same cannot be said of the human resource retention practices.
The study recommends that HRM practices be aligned and integrated into KM for effective management and reduction of organisational knowledge loss. Furthermore, HRM practitioners should develop and lead strategies aimed at embedding a knowledge-centric organisational culture, structures and processes to ensure that knowledge management is fully institutionalised. In this regard, knowledge-oriented leadership is required across all levels of organisations. The study offers a framework for knowledge loss reduction as a baseline to assist SOEs with integrating their HRM and KM practices in order to reduce the dire risks associated with losing much-needed, firm-specific human and knowledge resources.
... Melalui kecerdasan bisnis, studi tentang berbagi pengetahuan, kecerdasan bisnis, dan inovasi mendapatkan keunggulan kompetitif perusahaan (Eidizadeh et al., 2017). Pengetahuan sebagai sumber daya tidak berwujud merupakan sumber keunggulan kompetitif (Knowledge, 2004) .Sumber daya ini perlu dipertahankan untuk mengantisipasi hilangnya pengetahuan (Levy, 2011). Sebagian besar perusahaan memahami wawasan pengetahuan dari bisnis analitik namun berjuang untuk memaksimalkan penggunaannya untuk memperoleh nilai dan manfaat bagi perusahaan. ...
... Tujuan dari retensi pengetahuan adalah untuk memastikan bahwa anggota organisasi dapat menggunakan kembali pengetahuan. (Knowledge, 2004). Untuk keperluan penelitian ini, peneliti menggunakan item skala yang dimaksudkan untuk mengukur Knowledge Acquisition (KR1), 4 item, Knowledge Storage (KR2), 4 item, dan Knowledge Retrieval (KR3) 6 item. ...
Revolusi industri keempat ditandai dengan integrasi teknologi digital canggih seperti analisis big data, Internet of Things (IoT), kecerdasan buatan (AI), dan robotika ke dalam proses desain organisasi tradisional. Transformasi ini memicu lonjakan dalam penggunaan internet serta inovasi baru yang secara mendalam memengaruhi cara hidup dan bekerja kita. Untuk tetap bersaing dalam era digital yang berkembang pesat ini, perusahaan perlu mengadopsi desain dan strategi yang lebih mutakhir. Ini mencakup pemanfaatan alat dan platform digital untuk mengoptimalkan operasi, menekan biaya, dan meningkatkan efisiensi. Dengan merombak strategi kompetitif mereka, perusahaan dapat merespons perubahan pasar dengan lebih cepat dan akurat, mendapatkan wawasan lebih dalam tentang perilaku dan preferensi pelanggan, serta mendorong pertumbuhan dan profitabilitas. Dalam konteks bisnis yang serba cepat ini, memperbarui struktur dan proses untuk mencapai kinerja yang lebih baik bukan lagi opsi, melainkan suatu keharusan bagi perusahaan yang ingin maju dalam era digital. Melalui analisis data yang dikumpulkan dari 327 perusahaan e-commerce, studi ini mengusulkan model yang memberikan wawasan praktis dan memperdalam pemahaman tentang faktor-faktor kunci untuk meningkatkan keunggulan kompetitif. Penelitian ini menekankan pentingnya retensi pengetahuan, kapabilitas dinamis, dan adopsi analitik bisnis sebagai elemen strategis dalam mencapai keunggulan di pasar.
... Untuk mengatasi terjadinya lost knowledge perlu adanya knowledge retention yang membantu organisasi untuk memelihara keahlian tenaga pekerja (Liebowitz, 2016). Retensi pengetahuan dapat dilakukan melalui acquisition, storage, dan retrieval (DeLong, 2004). Akuisisi pengetahuan dapat digambarkan dengan pengajaran yang dilakukan oleh seorang ahli kepada individu atau kelompok lain dalam menyelesaikan pekerjaan. ...
... Terdapat pengaruh negatif antara human capital terhadap kinerja organisasi dengan nilai koefisien jalur sebesar 0,018. Adanya turnover mengganggu kinerja sekolah karena ketika tenaga pengajar berpengalaman meninggalkan sekolah, maka sekolah akan kehilangan human capital (DeLong, 2004;Dalkir, 2005). Sekolah dapat menggantikan posisi tenaga pengajar, namun pergantian posisi tersebut tidak akan setara dengan tingkat human capital tenaga pengajar sebelumnya. ...
div> The purpose of this research was to know the influence of knowledge management, human capital and innovation to the school’s performance at school X in Tangerang. The data collection was held using questionnaires from the populations of teacher in senior high school which was 42 teachers. The research methodology of this research was quantitative with path analysis to find the correlation between variables. The data processing used PLS-SEM method. The result of this research was that knowledge management influenced positively 0,690 to the human capital, knowledge management influenced positively 0,424 to the innovation, knowledge management influenced positively 0,185 to the performance of the organization, human capital influenced positively 0,533 to the innovation, and innovation influenced positively 0,698 to the performance of the organization. Human capital influenced negatively 0,018 to the performance of organization. This research found that there was a need of an improvement of human capital management especially in teacher’s turnover to avoid the loss of intangible asset, knowledge to maintain the performance of School X for long term. It was found that it was needed that the development of knowledge transfer as a part of knowledge management in School X to keep knowledge retention so in the future, the existed human capital would be able to produce innovation and maintain for the long term’s performance.
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... In addition to their professional knowledge, they may also reveal trade secrets, know-how, and other confidential information that must be prevented from reaching unauthorized parties (Manhart and Thalmann, 2015). Most importantly, while some impacts of lost knowledge may be observed almost immediately and eventually fixed, others may take years to discover, but, by then, it may be too late to identify and refill the knowledge gap (DeLong, 2004). ...
... Moreover, 30% and 20% of all resignations were early and natural retirements, respectively, which means that half the knowledge of those who left no longer contributes to the production of national wealth. In fact, it has been well established in the knowledge management literature that retirements represent a major threat to the preservation of organizational knowledge (DeLong, 2004). In a similar vein, the knowledge of those who permanently or temporarily opted out of the workforce has ceased to exist in the pool of national human capital. ...
Purpose
This Real Impact Viewpoint Article analyzes the phenomenon of the Great Resignation from the knowledge management perspective.
Design/methodology/approach
It applies the knowledge-based view of the firm to the notion of the Great Resignation, reviews the extant literature, and relies on secondary data.
Findings
The Great Resignation has created numerous knowledge-related impacts on the individual, organizational, and national levels. On the individual level, due to an accelerating adoption of freelancing, the future may witness an expansion of the category of the knowledge worker and a growing need for personal knowledge management methods and information technologies. Organizational effects include knowledge loss, reduced business process efficiency, damaged intra-organizational knowledge flows, lower relational capital, lost informal friendship networks, difficulty attracting the best human capital, undermined knowledge transfer processes, and knowledge leakage to competition. Countries may also witness the depletion of national human capital.
Practical implications
Managers should learn how to use the available human capital more efficiently, realize the importance of universal succession planning programs, automate knowledge-centric business processes, facilitate knowledge-based IT initiatives by implementing self-functioning virtual communities including enterprise social networks, restructure organizations to optimize intra-organizational knowledge flows; adjust strategies, products, and target markets based on the available human capital; and create telecommuting conditions for people with disabilities who cannot be physically present. Knowledge management scholars are presented with a unique opportunity to convert the numerous theoretical insights accumulated within the boundaries of their discipline into practical application to facilitate the Great Knowledge Revolution.
Originality/value
This viewpoint offers managerial recommendations and inspires future Great Resignation investigations.
... Therefore, it is possible to evaluate a relative variation of the knowledge level instead of an absolute one. At the organizational level, three main processes contribute to the balance of knowledge (Bratianu, 2007;DeLong, 2004): knowledge creation, knowledge acquisition, and knowledge loss. Knowledge dynamics based on the variation of knowledge in space is known metaphorically as knowledge flow (Bolisani & Oltramari, 2012;Nissen, 2006;Nonaka, Toyama & Hirotaka, 2008). ...
Business internationalization and globalization naturally led to the need to manage across cultures and develop new competencies for leaders. One of these competencies is cultural intelligence (CQ) that is actually a meta-competence because it incorporates rational, emotional, spiritual, and social intelligence. Cultural intelligence expresses the capacity of a leader to understand different cultures and the behavioral types generated by them, and to make decisions able to satisfy multicultural requirements, avoiding intercultural conflicts due especially to different cultural and religious values and principles. Different cultures are characterized by different knowledge dynamics which influence the process of decision making and multicultural leadership. The purpose of this paper is to explore the impact of knowledge dynamics on multicultural leadership, in multicultural business environments, and what is the role of cultural intelligence in this process. Based on the critical literature review we identified the main constructs and connections we have to explore through an investigation based on questionnaires and a statistical analysis using PLS-SEM method. The findings confirmed our initial hypotheses.
... Außerdem können jüngere Mitarbeitende ohne die Erfahrung älterer Kolleg_innen Schwierigkeiten haben, fundierte Entscheidungen zu treffen oder bewährte Verfahren zu ermitteln. Wissenstransfer zwischen älteren und jüngeren Mitarbeitenden kann diese Lücken schließen und den Verlust wertvollen Wissens verhindern (DeLong, 2004). ...
Zusammenfassung: Wissenstransfer zwischen jüngeren und älteren Mitarbeitenden ist wichtig, da er zum langfristigen Erfolg von Unternehmen beiträgt und ein Standbein für die persönliche und berufliche Entwicklung von Mitarbeitenden darstellt. Ziel dieses Überblicksartikels ist es, die aktuelle empirische Forschung zum Thema darzustellen. Dabei wollen wir einerseits zentrale Theorien herausarbeiten, andererseits aktuelle Forschungsergebnisse in einem Input-Prozess-Output-(IPO–)Modell einordnen, wodurch Forschungsfoci und -lücken offengelegt werden sollen. Zu diesem Zweck haben wir eine systematische Literaturrecherche durchgeführt, durch die wir N = 30 relevante Studien identifizieren konnten. Als vier dominante theoretische Perspektiven konnten wir die Theorie der sozialen Identität, die Theorie des Intergruppenkontakts, das Socialization-Externalization-Combination-Internalization-Modell sowie Entwicklungstheorien der Lebensspanne identifizieren. Wir finden, dass die bisherige Literatur einen klaren Fokus auf die Inputfaktoren gelegt hat, während die Outputs im Vergleich weniger erforscht sind. Auch wurden noch nicht alle möglichen Verhaltensweisen im Wissenstransfer empirisch untersucht. Neben den IPO-Faktoren berichten wir auch die in der Forschung ausgewiesenen Rahmenbedingungen des Wissenstransfers zwischen jüngeren und älteren Mitarbeitenden. Der Übersichtsartikel schließt mit einer Diskussion über bisherige Forschungsschwerpunkte und einen Ausblick für zukünftige Forschung ab.
... Außerdem können jüngere Mitarbeitende ohne die Erfahrung älterer Kolleg_innen Schwierigkeiten haben, fundierte Entscheidungen zu treffen oder bewährte Verfahren zu ermitteln. Wissenstransfer zwischen älteren und jüngeren Mitarbeitenden kann diese Lücken schließen und den Verlust wertvollen Wissens verhindern (DeLong, 2004). ...
Knowledge transfer between younger and older employees is important because it contributes to the long-term success of companies and is a cornerstone of employees’ personal and professional development. The aim of this overview article is to present the current empirical research on the topic. In doing so, we aim to identify key theories on the one hand, and to situate current research findings in an input-process-output (IPO) model on the other hand, thereby revealing research foci and gaps. To this end, we conducted a systematic literature review, through which we identified N = 30 relevant papers. We identified social identity theory, intergroup contact theory, the socialization-externalization-combination-internalization model, and lifespan development theories as the four dominant theoretical perspectives. We find that previous literature has placed a clear focus on input factors, the outputs have been less well studied. In addition to the IPO factors, we also report the boundary conditions of knowledge transfer between younger and older employees reported in the literature. The review article concludes with a discussion of previous research priorities and an outlook for future research.
... It even threatens a loss of organizational knowledge when a quiet quitter for some reasons beyond his or her control such, as health issues, is unable to work and perform his duties. It can also happen in the situation of a job change, when an employee leaves for another organization or simply retires and takes the knowledge with him-or herself (Delong, 2004). ...
Purpose: Quiet quitting has become a widely publicized concept, driven by social media in the United States and other countries in 2022. It is a term used to describe the phenomenon by which employees do the least amount of their work, just enough to meet the requirements of one's job description (Mahand and Caldwell, 2023). The trend is spreading quickly among young workers. It can potentially harm individuals, job performance, innovativeness, and whole businesses. Moreover, this phenomenon can also pose several knowledge risks. This conceptual paper aims to identify and analyse human knowledge risks resulting from quiet quitting. Design/methodology/approach: This present study makes an update on the literature linking knowledge risks arising and quiet quitting. Originality/value: To the best knowledge of the authors, there are no publications that describe the knowledge risks arising from quiet quitting. This paper offers new insights for researchers dealing with the topic of knowledge risks in the context of human behaviours. Practical implications: The paper provides insight for each practitioner, as the issue addressed concerns the majority of incumbent employees. Especially, employers and managers should become aware of the consequences related to knowledge risks arising from quiet quitting.
... But recently, during this disruptive complex era with the increasing competitive pressure has made PT. MGE to rethink its strategy to survive, in particular related to the knowledge aspect (DeLong, 2004). It is undeniable that knowledge is one of the most important elements in an organization. ...
The construction equipment industry in Indonesia, in which the lifting equipment is a part of, is showing promising growth with an estimated value of 4.5 billion US dollars in 2028, growing at a compound annual growth rate (CAGR) of 6.79% during the period of 2021-2028. PT. Multi Guna Equipment (PT. MGE) is one of the authorized distributors of lifting equipment specializing in reach stackers and harbour mobile cranes from Konecranes – a company based in Finland. In recent years, PT. MGE has experienced stagnant business growth, despite the enormous potential demand for lifting equipment in Indonesia due to the numerous construction projects that are a priority for the Government. The obstacles that contribute to the stagnant business growth of PT. MGE are related to the absence of a system to manage knowledge in the company. In light of these circumstances, the company needs a structured and effective system for managing knowledge, which is through the implementation of a Knowledge Management (KM) system. In doing this, the research is based on two research questions. The first is how can a knowledge management system be proposed to improve the business growth of PT. MGE, and the second is what is the implementation plan for the proposed knowledge management system. These two research questions will be answered using theories related to knowledge, knowledge management, and two knowledge management frameworks, namely People, Process, Technology (PPT) and Socialization, Externalization, Combination, Internalization (SECI). Because a qualitative method is used in this research, data is collected through interviews and observations, which are then analyzed using thematic analysis. The results of data collection show that there are several issues related to the PPT and SECI frameworks. These issues range from the limited sales knowledge and sales skills possessed by salespeople, the lack of knowledge sharing processes within and between teams, the lack of proper knowledge transfer, difficulty in accessing knowledge and information due to manual access, and others. Through the utilization of PPT and SECI frameworks, the author was able to design a knowledge management system by formulating several tools, for example, Coaching, Training, Knowledge café, Lesson-learned documents, K-based exit interview, repository, and e-learning. With a total of 13 (thirteen) knowledge management tools or techniques, the company now has the ability to identify the knowledge needed, capture the knowledge, store the knowledge, share the knowledge, and effectively utilize knowledge and information which can improve the organization’s performance, enhance decision-making processes, and foster innovation and collaboration, thereby gaining a competitive advantage in the lifting equipment industry which ultimately contributes greatly to the growth of the company. For the knowledge management system implementation process, it will be divided into 4 (four) stages: Pre-Adaptation, Adaptation, Implementation, and Evaluation to ensure that the knowledge management system is implemented effectively, its impact can be measured, and areas for improvement can be identified to make necessary changes. Implementation will begin on the second half of 2023, to be specific in August 2023, and there will be a dedicated Person In Charge (PIC) for all knowledge management initiatives to monitor the progress and ensure the sustainability of this system.
... Knowledge loss contributes to the reduction of knowledge or intellectual capital levels (Bratianu, 2014;DeLong, 2004) with grave consequences on organizational performance. "As applied here, 'knowledge' is the capacity for effective action or decision making in the context of organized activity. ...
In the literature there are many and different interpretations of the concept knowledge dynamics that creates a real difficulty in working with it. There is no comprehensive study of all these meanings and interpretations attributed to knowledge dynamics. The purpose of this paper is to explore the semantic spectrum of the concept of knowledge dynamics and to reveal the most relevant meanings and interpretations researchers in the domain of knowledge management attribute to it. The multitude of meanings and interpretations can be explained as a result of using different metaphors for expressing the concept of knowledge. Also, many researchers come from different domains of science and have different practical experiences in working with knowledge and knowledge management. The research question is how can be found a common framework to explain the most significant meanings and interpretations of the knowledge dynamics concept. Understanding this concept is necessary for all researchers, academics, and practitioners working in the domain of knowledge management and intellectual capital. The research method is based on a critical literature review, on using metaphorical thinking and on a comparative semantic analysis. It is a conceptual paper and therefore its structure will follow the logic of analysis and not that used for empirical research papers. The findings are integrated into a complex but coherent semantic framework based on both Newtonian and Thermodynamics principles.
... Além destas diferenças Saba (2013) aponta ainda mais duas razões para este interesse: o período em que estes colaboradores de várias gerações trabalham juntos tornou-se cada vez mais longo com o aumento da idade de reforma; as dificuldades devem-se à gestão de recursos humanos das organizações, pois as suas práticas organizacionais de desenvolvimento de competências são iguais para todas as gerações, o que não deveria acontecer. Cabe à Gestão de Recursos Humanos adotar estratégias destinadas a atrair, envolver e manter colaboradores de diferentes gerações(De Long, 2004), pois ao entender cada geração e do que é que os colaboradores pertencentes a cada uma necessitam para prosperarem, está a aumentar a sua produtividade, a sua moral e a evitar as suas intenções de saída da organização(Kogan, 2007).6.1. GeraçõesParaRhodes (1983) as influências nos valores de trabalho relacionadas com a idade podem ser consideradas como "efeitos de corte, efeitos de idade e efeitos de período", sendo os efeitos de idade relacionados com o desenvolvimento, ou seja, causados pelo envelhecimento psicossocial e biológico. ...
In today's highly competitive labour market, one of the critical issues facing organizations is the retention of their best employees, that is, the best of their human capital - often difficult to replicate and replace. Moreover, an organization’s personnel typically hail from different and distinct generation groups. According to Saba (2013), these have significantly different goals and attitudes towards their work, which are often incompatible and place different values on organizational practices such as competence development.
This dissertation aims to provide organizations with indications about the practices that each generation values most, as well as other indications that might assist them in retaining their best employees.
The underlying research was developed via three quantitative studies, which involved the application of 2 questionnaires at two different points.
Regarding the first questionnaire, the sample consisted of 302 participants working in organizations based in Portugal. The answers given by these participants were used in the first and second studies.
The first study intended to adapt and validate an instrument of organizational practices of competence development, developed by De Vos, De Hauw and Van der Heijden (2011), to the Portuguese population. In terms of factorial structure, this instrument was composed of three factors. The preliminary exploratory factorial analysis presented a KMO of .89, with an explained variance of 71%. The subsequent confirmatory analysis of the three factors resulted in construct reliability between .73 and .95, with good discriminant validity. After performing a semantic analysis on the items that made up the three factors, the following designations were attributed to each factor: "training" to factor 1, "individualized support" to factor 2 and "functional rotation" to factor 3.
The second study had, as its main goal, to test not only the indirect effect of perceived internal employability on the relationship between organizational practices of competence development and the affective commitment to the organization but also the mediating effect of the different generations (baby boomer, Generation X and Generation Y) on this relationship.
The study found a significant, direct and positive effect of organizational practices of competence development on affective commitment and an indirect effect of the perception of internal employability on this relation. A mediating effect of different generations on this relation was also verified.
As for the second questionnaire, the sample consisted of 313 participants working in organizations based in Portuguese territory, though all of their contacts of the “Fórum Pessoas e Organizações”. Answers provided by the participants to this questionnaire were used in the third aforementioned study, the main objective of which was to test the serial indirect effect of the perception of internal employability and affective organizational commitment on the relation between the organizational practices of competence development and turnover intentions. The study proved this assumption while validating a significant and negative effect of organizational practices of competencies development, perceived internal employability and of affective commitment on turnover intentions.
... In particular, we rst perform Experiment 21 This also indirectly re ects the idea that when missions are achieved, organizations often go through a phase of change wherein part of the knowledge stock is lost and needs being rebuilt towards new missions. For example, DeLong et al. (2004) reports "[...] to go to the moon again, we'll be starting from scratch. [...] in the 1990s NASA lost the knowledge it had developed to send astronauts to the moon. ...
... Bien évidemment, ce n'est qu'une lecture partielle qui omet l'ampleur des coûts associés avec leur départ. Selon Delong (2004), la mémoire organisationnelle comprend un savoir humain qui se traduit par l'expertise technique, un savoir social, un savoir culturel, les réglementations et les routines. Le départ à la retraite constitue l'un des principaux générateurs de perte de mémoire organisationnelle. ...
Résumé : Les projections statistiques récentes montrent que la population tunisienne est en cours de vieillissement. Ces changements démographiques ne laisseront pas indifférentes les entreprises qui sont appelées à ajuster leurs pratiques de management à la présence de plus en plus vive des seniors. L'adaptabilité de ces derniers à un contexte de changement organisationnel est l'un des défis à relever par les managers. Dans cette optique, cette communication s'interroge sur les pratiques de GRH à mettre en oeuvre pour stimuler l'engagement au changement chez les seniors. Une enquête qualitative impliquant 25 cadres tunisiens opérant chez deux leaders du secteur agroalimentaire a été menée. Nous avons interrogé les interviewés sur les pratiques de GRH mises en oeuvre par leurs employeurs et nous leur avons demandé de préciser celles qui leur semblent les plus influentes sur leur engagement au changement. L'analyse des données a été effectuée grâce à NVIVO 8. Les résultats affirment que les seniors accordent une importance primordiale aux pratiques relatives à la manifestation du respect et de la reconnaissance vis-à-vis de l'expérience et des compétences dont ils disposent. Les engagements financiers des seniors font des récompenses monétaires une préoccupation centrale. À leur tour, la formation et la reconfiguration du travail sont considérées par nos interviewés comme stimulantes de l'engagement au changement.
... Few contributions have been made by the previous studies to our understanding of the effect of workforce diversity factors those impact project performance; however, this study is aggravated by the unfilled gap left by a substantial number of research work that has been conducted on workplaces with diverse workforce [22]. Diversity factors i.e. location, ethnicity, physical ability, and labour unions concerning an employee's age and experience lack acceptable consideration [23][24][25]. Cappelli [26] concluded that employers of older workers need to focus on developing competency in the recruitment, selection, performance, retention policies, management, and other practices to help to find and keep good workers. Cutting short, studies that analyse the impact of diversity in the workforce on productivity with respect to employee age and experience are scarce. ...
As the global population raises, developing countries seem to have issues with the productivity of the construction projects due to high demand. Therefore, this paper aims to examine the effect of extrinsic diversity aspects impacting the construction worker efficiency. The data collection was made by a questionnaire sent to construction stakeholders working in the Punjab region of Pakistan. A comparison was drawn based on varied employee characteristics i.e., experiences and ages. It was found that old workers were negatively impacted by the distant location of the construction site. The young employees were most inclined towards holidays when working away from home. The access to basic amenities during a construction project was regarded as a major setback for the workers’ productivity. Experienced workers preferred working within the vicinity and easy access to their houses. Based on the ethnicity factor while selecting the workforce, newcomers faced hurdles while entering the construction sector.
... Knowledge use does not decrease the level of knowledge because knowledge can be re-used any time it is needed. Knowledge loss (KL) is knowledge that leaves the organizational boundary when people retire or managers just fire them out during economic crises (DeLong, 2004;Mahler & Casamayou, 2009). Knowledge loss contributes to the decrease of the organizational knowledge level. ...
Research background: Business organizations are open to information and knowledge fluxes crossing their borders from inside out and from outside inside. Also, organizational knowledge may have an internal generation of knowledge, and knowledge sinks. Understanding this organizational knowledge dynamics provides a new perspective on knowledge vulnerabilities and risks. Taking advantage of this perspective, the paper presents a new ontology of knowledge risks contributing this way to the extant literature dedicated to knowledge risks. Purpose of the article: The purpose of the paper is to present a new ontology of knowledge risks based on organizational knowledge dynamics. Methods: The method is based on a conceptual framework of organizational knowledge dynamics (OKD) and on a semantic literature review. The knowledge gap addressed by this research is between the spectrum of knowledge risks and organizational knowledge dynamics. Some of the main types of knowledge risks in the literature are knowledge loss, knowledge leakage, knowledge waste, and knowledge spillover. The research design is based on a literature review, followed by a theoretical proposal of a new classification for knowledge risks, which is also our answer to bridging the knowledge gap. Our methodological approach for analyzing the knowledge risks used key expressions and focused on some key authors. Findings & Value added: The main findings are intended to complete the gaps in the previous knowledge risk categories by using a criteria-based approach for defining a comprehensive classification.
... For example, considering the Motomachi Plant of Toyota, where older workers impart their unique knowledge of assembling parts to younger ones who are engaged in production enables the young to learn by doing, and their productivity increases by a large margin accordingly. Nevertheless, the feature of KTOYE (i.e., the relational disharmony) makes it hard for the young to understand the expression and logic of older ones (DeLong and Storey, 2004). To cope with this, they desire relational harmony to get across and receive older colleagues' knowledge successfully. ...
Introduction
Knowledge transfer from older to younger employees plays a key role in lessening knowledge loss and maintaining firms' competitiveness. While the disharmony derived from a salient age difference between younger and older workers hinders such knowledge transfer. This study aims to construct a rapport model to address it.
Methods
Data from 318 respondents in various industries were collected through a questionnaire-based survey to test the proposed model. The research hypotheses were tested using hierarchical multiple regressions.
Results
Our empirical results show that almost all rapport dimensions facilitate such knowledge transfer; The moderating role of supportive climate is strong that it enhances or replaces the effects of rapport dimensions on such knowledge transfer.
Discussion
This study contributes to research on knowledge transfer and rapport by providing a detailed understanding of the relational mechanism of the knowledge transfer from older to younger employees based on a revised model of rapport. It also serves as a reference for firms to leverage rapport-building and a supportive climate to enhance this invaluable knowledge transfer.
... Beberapa literatur membahas modal pengetahuan sebagai tipe pengetahuan pada tingkat individual, kolektif dan organisasional (DeLong: 2004), (Muhammed Arif. et. ...
The paper discusses about knowledge assets that applied in heritage site . It is identified the knowledge resources of the site, that suppose to be retained by involving five stakeholders at estate of King PB IX at Sukoharjo City. The research utilizes desk research methodes, obeservation, ingterview and literature study. The paper describe analytically knowledge and phisical assets of the heritage estage and pentahelix model.The paper found that along with effort to maintain the knowledge capital, the heritage estate, might call for involvement in heritage stakeholders to share and collaborate each other. Otherwise the estate might under value of its knowledge capital and loss the opportunity to be creative tourism destination.
... Most of the authors focused so far on the knowledge loss that created many problems in organizations, especially with the retirement of experienced people, and on the linkage between risk management and organizational performance (Durst, 2019;Durst & Wilhelm, 2013;Durst & Zieba, 2017;Durst, Hintereger & Zieba, 2019;Durst & Henschel, 2020;Jennex, 2014;Les Coleman & Casselman, 2016;. DeLong (2004), in his seminal book on knowledge loss assets that "Unlike the pursuit of opportunities to manage knowledge better, executives have no choice when it comes to knowledge retention. They must act, or they will lose critical competencies they depend on already" (p. ...
This paper aims to explore how researchers studied the role and implications of the concepts of vulnerability and risk in direct relation to knowledge management systems. Our approach is based on a bibliometric analysis of the papers in the last 20 years and indexed in Scopus using the specialized software VOSviewer. Although knowledge risks have been analyzed from different perspectives, knowledge vulnerabilities have not been studied yet. In any system, vulnerabilities represent the roots of all possible risks, and they should be known when systems are designed for diminishing the probable negative consequences of risks occurrences. VOSviewer analyses of different keywords and expressions related to the search topic show semantic clusters constructed with similar concepts and the intensity of the links between the focal concept and the other concepts. That allows us to see the knowledge gaps in the research area and how to orient the future research. Findings show that in the literature dedicated to knowledge management systems, there are no studies focusing on knowledge vulnerabilities, although they generate the knowledge risks when the context changes become favorable. Thus, our study shows a clear knowledge gap between the generic risk management theory and knowledge management systems with respect to knowledge vulnerabilities. The contribution of this paper comes from revealing this knowledge gap and showing this way a new potential direction for research in knowledge management systems – the correlation between vulnerabilities and risks within knowledge management systems.
... If certain employees are already leaving the company, it is already too late to start any intervention. That can be especially critical if experienced employees with essential implicit knowledge for processes, services, and products, leave the company (DeLong & Storey, 2004). Companies should, therefore, have a clear idea about the age structure of their workforce and regularly perform aging profile analyses and projections (Jonker & Ziekemeier, 2005). ...
The aging population implies a wider age range within a workforce, increasing the risk of age diversity as separation (the clustering into age‐based subgroups), which is considered a turnover stimulator. We provide a new theoretical perspective to age diversity and turnover research, arguing that age separation may not only increase turnover through perceived age discrimination (i.e., a self‐categorization perspective), but can also reduce it through increased perceived belongingness (i.e., a social identity perspective). Following the idea of asymmetric diversity effects, we propose the workforce's average age as a crucial moderator. A longitudinal sample of 2,393 Belgian organizations (2012‐2015) reveals that firm‐level age separation stimulates firm‐level collective voluntary turnover, but only in firms with an older average age (Study 1). Data from a representative sample of 4,764 employees from six European countries are consistent with the idea that perceived age separation stimulates aging workers’ turnover intention through increased perceived discrimination and reduced belongingness, and reduces younger workers’ turnover intention through increased belongingness (Study 2). These findings support that age diversity conceptualized as separation is not as unmistakably detrimental for turnover as previously assumed and affects younger and older employees and workforces differently. From a practical perspective, understanding the role of age in the age separation–turnover relationship may help organizations to prevent the loss of valuable knowledge through the departure of both older and younger employees. This article is protected by copyright. All rights reserved
The necessity of helping older employees achieve career success in the digital workplace has drastically increased. Drawing on self‐affirmation theory, we postulate that using enterprise social media (ESM) to conduct intergenerational knowledge sharing (IGKS) is a generativity and self‐affirmation behaviour in the digital workplace, and investigate how it would help older employees enhance job performance and thus achieve successful ageing at work. Study 1 (a three‐wave time‐lagged survey study with 262 older employees over 40 years old) demonstrates that, older employees' IGKS in ESM positively affects their job performance via personal needs‐job supplies fit. Perceived younger colleagues' knowledge disseminative capacity can weaken, but perceived younger colleagues' knowledge absorptive capacity can strengthen the above indirect effect. We replicated the first study's findings in Study 2 using a two‐wave survey with 161 older employees over 50 years old. Additionally, we found that older employees' IGKS in ESM positively influences their job performance via a serial mediation of organization‐based self‐esteem and needs‐supplies fit. Perceived younger colleagues' knowledge disseminative capacity can weaken, but knowledge absorptive capacity can strengthen the serial mediation relationship. These findings contribute to integrating IGKS and ESM literature to improve the theoretical framework of successful ageing at work.
Knowledge transfer is essential to managing a family firm's succession. Given the importance of knowledge in family firms, this chapter identifies, through an empirical approach, which are the main organizational strategies used for sharing, disseminating, and using the knowledge available as fundamental elements for survival and the development of companies in the phase of generational succession. The authors investigate the phenomenon and verify the evidence in some private health organizations interested in the generational change located in South Italy, given the lack of previous case studies. This chapter deepens the phenomenon and its recognizability by examining with a qualitative analysis of the problems existing in those who are currently living or have experienced this particular moment of business life.
This paper explores the existing knowledge retention strategies for professional nurses at Philadelphia hospital, in South Africa, located in one of the previously disadvantaged district municipalities in the country and it develops a strategy for retaining nurses. Design/Methodology/Approach: The study adopted a qualitative research approach and a case-study design. Semi-structured interviews were used to solicit in-depth understanding of the current knowledge retention practices. Out of the 90 professional nurses at Philadelphia hospital, 20 were purposively interviewed to a point of saturation. Data was analysed thematically. Findings: A knowledge retention strategy was developed. It calls for a knowledge retention policy; awareness training programmes; reward systems for effectively encouraging professional nurses to participate in knowledge retention practices; programmes for recovering lost knowledge and conducting knowledge audits. The strategy contributes to the existing body of knowledge-on-knowledge retention in the health care sector. The article is part of the findings from the authors master's dissertation. Conclusion: The loss of critical nursing knowledge remains a challenge in South Africa and to the rest of the globe, as highly skilled and experienced nurses migrate from place to place in search of greener pastures, hence this has affected patient care. Although the country has engaged in several efforts such as educating and training nurses, its knowledge retention strategies have not been prioritised in the country. Limitations: This paper focuses on knowledge retention practices in the nursing profession, which is only one part of the health sector in the former disadvantaged province. It is a qualitative study performed in one out of the nine provinces in South Africa. There is a dire need for a quantitative study, which will explore knowledge retention amongst nurses in the country and the health sector as a whole
The purpose of this paper is to explore the impact of knowledge
vulnerabilities on knowledge risks and to analyse their intricate connections within the
knowledge management systems. It is a new topic in knowledge management which is
requested by the accelerated process of digitalization and the exponential development
of the AI programs. There is a lack of research in this area and efforts should be made
to bridge the knowledge gap. The method we use is based on a critical analysis of
knowledge vulnerabilities and knowledge risks within a generic organization and of
designing tree-diagrams able to illustrate the connections between them, and the
possible adverse consequences for the firm’s performance. The method of tree�diagrams has been extensively used in risk analysis of the complex technological
systems of airplanes and nuclear reactors. Also, it is used in the risk management
applied to other domains like climate change and earthquakes. It is the first paper to
investigate these phenomena and to conceptualize such kind of diagrams
Abstract:
This study aims to identify the most prominent individual and organizational obstacles that face the process of knowledge transfer between generations in the Haoud Berkaoui’s Regional Directorate of Production, and identifying whether there is a difference between the individual and organizational obstacles that each generation faces. For this purpose, a questionnaire tool was used to collect the study data from a sample of 112 workers, of the millennium and X generation
working in the basic business functions of the institution, in which an SPSS.26 program is used for data processing. Accordingly, several important results were concluded most of which are: There are many individual and organizational obstacles that face the practice of the knowledge transfer process between generations in the institution; and it was found that there are no statistically
significant differences at the level of (α = 0.05) significance in the answers of the sample members in terms of individual and organizational obstacles to knowledge transfer process by generation.
Key Words : individual obstacles, organizational obstacles, knowledge transfer, generations, Haoud Berkaoui.
يستهدف البحث مواجهة حالات الفقدان المعرفي باعتماد تطبيقات تقانة المعلومات وسياساتها المتعلقة بخزن والتقاط ومشاركة المعرفة، تم أخذ آراء عينة بواقع (100) فرداً من أعضاء الهيئة التدريسية في كلية الإدارة والاقتصاد، وتم استخدام مجموعة من الأساليب الإحصائية في تحليل البيانات، واعتمدت استمارة الاستبانة في تجميع البيانات المرتبطة بالمتغيرين لتهيئتها لإجراء التحليل الإحصائي، وبعد إجراء التحليلات اللزمة وفق فرضيات البحث، توصلنا إلى جُملة نتائج أهمها وجود علاقة ارتباط وأثر عكسية ومعنوية بين تطبيقات تقانة المعلومات وأنواع المعرفة المفقودة، وقدم البحث مجموعة من التوصيات أهمها توضيح الأدوار المهمة لتقانة المعلومات في الحفاظ على بعض أنواع المعرفة المفقودة.
أصبحت إدارة المعرفة من أهم مدخلات التطوير والتغيير في عصرنا الحالي حيث استطاعت إحداث نقلة في مستوى أداء مختلف المؤسسات التعليمية والمؤسسات التربوية ، فهناك نوع من الترابط والانسجام ما بين إدارة المعرفة وأنشطة وفعاليات المؤسسات التعليمية , وفي محاولة جادة لمراعاة أساليب الجودة و إيجاد وسائل وأساليب فعالة لتقويم البرامج التقنية وبناء معايير تخضع لها برامج التعليم التقني في مؤسسات التعليم العالي تنسجم وفلسفة هذه البرامج وأهدافها.
حيث هدفت الدراسة للكشف عن دور ادارة المعرفة في تحقيق جودة التعليم التقني و الفني ، وما هي الوسائل المستخدمة لقياس هذا الدور و تحديد نقاط القوة والضعف بها و ما هي التهديدات و الفرص المتاحة .
كما برزت الحاجة الماسة إلى دراسة المشكلات التي تواجهها المعاهد التقنية و الفنية والتي تم وضعها في الفرضية الرئيسية التالية : هناك تأثير ذو دلالة احصائية بين إدارة المعرفة و مؤسسات التعليم التقني و الفني ؟
والتي أنبثق منها الفرضيات الفرعية التالية :
1. يوجد تأثير ذو دلالة احصائية لإدارة المعرفة علي أعضاء هيئة التدريس.
2. يوجد تأثير ذو دلالة احصائية لإدارة المعرفة علي تكنولوجيا المعلومات.
3. يوجد تأثير ذو دلالة احصائية لإدارة المعرفة علي جودة مهارات التعليم.
4. يوجد تأثير ذو دلالة احصائية لإدارة المعرفة علي الهيكل التنظيمي للمؤسسات.
إن ما تناولناه سابقا يعتبر خلاصة ما توصلت إليه من خلال البحث والتحري عن موضوع الدراسة لكنه ليس كافيا، إذ لابد من إسقاطه على الواقع العملي بغية معرفة دور ادارة المعرفة في تحقيق جودة التعليم التقني و الفني ، فقد تم أعتماد مجموعة من الاختبارات لإجراء الدراسة الميدانية، وذلك من خلال وجهة نظر عينة الدراسة التي تم اختيارها مسحية.
حيث تم استخدام المنهج الوصفي التحليلي كأحد الطرق المنهجية لتحليل البيانات والمعلومات حتى الحصول على النتائج وقد استعمل المقياس كأداة للدراسة ، حيث تم تصميمها وفق مقياس (Likert scale) ليكرت الخماسي ، ومن بعدها إجراء اختبارات الصدق والثبات عليه لمعرفة مدى سلامتها وقدرتها على استقصاء الواقع المطلوب.
ومن أجل عرض النتائج الدراسة الميدانية وتحليلها وتفسيرها تم الاعتماد على مجموعة من الاساليب الاحصائية أهمها: المتوسط الحسابي و الانحراف المعياري و معامل الاختلاف والتي تحصلنا منها على النتائج انطلاقا من تفريغ ورقات الاستبانة المسترجعة في برنامج الحزمة الإحصائية ( SPSS ) .
و يتمثل مجتمع الدراسة من جميع أعضاء هيئة التدريس بالمعاهد التقنية و الفنية العليا بمدينة طبرق و المناطق المجاورة لها بكافة تخصصاتها و درجاتها العلمية وقد تم اختبار عينة عشوائية منتظمة ( غير احتمالية ) من مجتمع الدراسة .
و تم توزيع ( 50 ) ورقة استبانة على عينة الدراسة تم استعادة ( 46 ) ورقة أي بنسبة ( 92% ) وقد بلغ عدد ورقات الاستبانة الصالحة للتحليل ( 39 ) أي بنسبة ( 78% ) وهي نسبة جيده إذا ما أخذنا في عين الاعتبار أن من عيوب الاستبيان قلة الردود و عدم المبالاة .
الكلمات المفتاحية : إدارة المعرفة , التعليم التقني والفني , المعرفة .
تهدف هذه الدراسة للتعرف على متطلبات إدارة المعرفة في المصرف التجاري الوطني وتأثيرها على الأداء الوظيفي (دراسة تطبيقية على المصرف التجاري الوطني الليبي). تم استخدام طريقة العينة الطبقية النسبية في اختيار عينة الدراسة. كما تم توزيع عدد (235) استبانة وكان عدد الاستمارات الصالحة للتحليل الاحصائي (195)، وقد تم استخدام معامل بيرسون الإحصائي وتحليل الانحدار لقياس تأثير متطلبات إدارة المعرفة (المتغير المستقل) على الأداء الوظيفي (المتغير التابع). تشير نتائج الدراسة إلى أن المصرف يعمل في إطار بيئة تنظيمية تتضمن العديد من العناصر والمتغيرات والتي تساعد في تطبيق إدارة المعرفة، وأن متطلبات إدارة المعرفة (الثقافة التنظيمية، تكنولوجيا المعلومات، القيادة الإدارية، الهيكل التنظيمي)، ومستوى تطبيقها في المصرف محل الدراسة كان مرتفعاً ولها تأثير إيجابي على الأداء الوظيفي. كما بينت ايضاً الدراسة ان أداء العاملين بالمصرف محل الدراسة لم يكن مرتفع، وأظهرت نتائج اختبار للفرضية الرئيسية وما تفرع عنها من فرضيات وجود أثر ذو دلالة إحصائية لمتطلبات إدارة المعرفة (الثقافة التنظيمية، تكنولوجيا المعلومات، القيادة الإدارية، الهيكل التنظيمي) على الأداء الوظيفي بالمصرف التجاري الوطني محل الدراسة عند مستوى معنوية (0.05 ≥ α). وقد اوصت الدراسة على استثمار العلاقة الإيجابية بين متغيرات الدراسة، لوجود علاقة ارتباط بينهما، والتأثير الإيجابي لمتطلبات إدارة المعرفة على الأداء الوظيفي بالمصرف، والتي سوف تنعكس إيجابيا في تحسين أداء المصرف بشكل عام، حيث ينبغي المحافظة على إيجابية هذه العلاقة واجراء التحسينات بما يتلاءم مع التغيرات البيئية.
This study focuses on specific strategies and innovations, providing actionable insights into how human resources is adapting to the 4IR in developing regions. The Fourth Industrial Revolution (4IR) is rapidly transforming the world of work, presenting both challenges and opportunities for human resource (HR) management in the Global South. This study delves into the strategies and innovations that HR professionals can employ to adapt to the rapidly changing landscape and ensure the success of their organizations. Countries in the global south are deploying key human resource strategies to ensure growth and efficiency in their organization. This can be enhanced with the appropriate utilization of 4IR tools. Robots, Internet of things, machine learning are some of these 4IR tools that can help boost human resource management in the global south. Based on this, this study will be useful to anyone seeking to understand and implement 4IR in developing human resource strategy for organization in the global south. Keywords: Global South, 4IR, Human Resources, Strategy, Innovation
The aim of this study was to investigate the relationship between teacher's commitment and turnover intentions among the teachers working in secondary schools in the district of Lahore. The data was collected through a self-design questionnaire from 235 male and female teachers of Lahore who were selected by simple random method of sampling. Graphs correlations t-test and one-way ANOVA were used through the SPSS software package for the data analysis. Findings indicate no significant relationship exists between teachers' commitment and turnover intentions. However, it is found that the teachers’ Commitment among the females is higher than that of the male teachers and the teachers’ turnover intention among the male and female teachers is the same. It is recommended to increase teachers' commitment and decrease turnover intentions in Lahore by providing incentives and rewards.For turnover intention, it is recommended that teachers' jobs should be permanent.
This paper is based on a survey conducted by the author covering between 1990 and 2010. The survey was geared to find out the extent of Christian influence and education on cultural modifications and the social system in Ibiaku Itam community of Akwa Ibom State, Southern Nigerian. The community as noted had previous Scottish missionary encounter decades ago, though there were no primary data sources on their latter's impact within the period covered in this study. Through preliminary findings made, only key persons in the community and significantly Heads of families could offer reliable information in that respect. Accordingly, participant observation and direct interview was the medium of data collection with four categories of indigenes: Chiefs, Family heads, clergymen and a former governor of the State. It was found that Christianity and 'modernization' were main factors to cultural modifications other than education for the fact that resident indigenes took high cognizance of their cultural values and customs. The experience however re-established that in documenting local information, events and experience in traditional African setting, observation and oral sources (living libraries) are still commonly relevant.
Background: There is high teacher turnover intentions in primary schools In Uganda. Aim: The study established the relationship between individual, organizational factors and teacher turnover intentions among primary schools in Mbarara district, Western Uganda. Methods: A cross-sectional study design where a sample size of 421 active and present on the 2012/2013 payroll primary school teachers in Mbarara district (N=1951 teachers) were enrolled between 1st April and 30th June 2013 using simple random sampling technique. Data was collected by Researcher and 2 trained research assistants using a self-administered semi-structured questionnaire between 1st April and 30th June, 2013 to obtain information on the individual and organizational characteristics. dependent variable; teacher turnover intention and independent variables; Categorical variables were summarized using frequencies, tabulations and percentages while for appropriate reporting, continuous variables were summarized using mean and median if the data was skewed. In measuring the strength of associations, binary logistic regression method was used to analyze the data and reported in Odds Ratio at a 95% Confidence Interval. At bivariate level, any independent Variable having a P-value of < 0.2 was considered for further analysis at multivariate level and only considered statistically significant with a P-value of <0.05 having been considered for confounding at 10%.Results: From the 421 respondents, individual factors which included owning a car (OR 3.992, p= 0.007) spouse’s occupation as business (OR 0.287, p=0.002) and having less than three children (OR 5.928, p=0.005) were statistically significantly associated with teacher turnover intentions. Among the organizational factors, the study found out that low job vulnerability (OR 0.437, p=0.001), absence of scholastic materials; textbooks (OR 3.224, p=0.001) and lack of involvement of teachers in extra-curricular activities; being a class teacher (OR 2.522, p=0.001), denied designing of timetable (OR 2.085, p=0.006) and extra lessons provided (OR 2.413, p=0.001) were noted to be statistically significant factors associated with teacher turnover intentions.Conclusions: Teachers with spouses involved in business and those who owned a car(s) were less likely to leave the teaching profession while Teachers having less than three children were more likely to quit the teaching profession soon than later. Extra-curricular activities not allocated to the teachers such as being a class head or designing a timetable and coaching increased teacher attrition intentions by more than twice their counterparts allocated these responsibilities. The absence of teaching materials especially textbooks within the primary schools increased teacher attrition intentions three folds while low vulnerability on the job decreased teacher attrition by more than twice.Recommendations: Extra responsibilities on merit should be assigned to teachers. Strengthening the appointment mechanism of teachers into professional service needs revisiting through quick provision of appointment letters and regularization into service. Teachers could delay or have fewer children preferable not more than three. Encourage teachers with spouses having additional income/businesses to improve the family cash base. Further studies to establish causality could be conducted to involve the whole country.
In the recent years, the Indonesian Capital Market saw a significant increase in terms of number of investors, daily transaction turnover, transaction frequency, and number of listed companies. This tremendous growth directly affects Indonesia Stock Exchange’s (IDX) to reconsider their knowledge management process to generate optimum results from carry out their responsibilities. As the sole capital market trading infrastructure provider in Indonesia, some of the stock exchange function can only be operated by using knowledge of IDX employee which acquired by years of working experience in IDX. The objectives in this study were to determine identify the essential knowledge and to define the essential knowledge that needs to be improved in IDX’s internal audit, and then propose an implementation plan to improve knowledge in IDX’s internal audit. The research method used is qualitative methodology through document analysis and key persons interviews interview which was conducted in April 2023. This study uses a variety of knowledge management approaches to address knowledge mapping, knowledge gaps, and knowledge loss. According to the study’s results, the author identifies knowledge gap and offers several recommendations regarding Knowledge Development Program to close the knowledge gap and Knowledge Retention Program to build on the knowledge that Internal Audit already possesses.
هدفت هذه الدراسة إلى التعرف على متطلبات إدارة المعرفة في المصرف التجاري الوطني محل الدراسة وتأثيرها على التفوق التنظيمي (دراسة ميدانية على عينة من الموظفين بالمصرف التجاري الوطني في نطاق ببلدية البيضاء – ليبيا). لقد تم إستخدام طريقة العينة الطبقية النسبية لإختيار عينة الدراسة. كما تم توزيع عدد (235) استبانة وكان عدد الاستمارات الصالحة للتحليل الاحصائي (195) إستمارة. وقد تم استخدام معامل بيرسون الإحصائي وتحليل الانحدار لقياس مدى تأثير متطلبات إدارة المعرفة (المتغير المستقل) على التفوق التنظيمي (المتغير التابع). وبذلك فإنّ نتائج الدراسة تشير إلى أن المصرف محل الدراسة يمارس نشاطاته في إطار بيئة تنظيمية تتضمن العديد من العناصر والمتغيرات التي تساعد على تطبيق متطلبات إدارة المعرفة. حيث أن متطلبات إدارة المعرفة المتمثلة في (الثقافة التنظيمية، تكنولوجيا المعلومات، القيادة الإدارية، الهيكل التنظيمي)، لها تأثير إيجابي على تحقيق التفوق التنظيمي. كما أظهرت نتائج اختبار الفرضية الرئيسية وما نتج عنها من فرضيات فرعية، حيث أثبت الدراسة أن هناك أثر ذو دلالة إحصائية لمتطلبات إدارة المعرفة (الثقافة التنظيمية، تكنولوجيا المعلومات، القيادة الإدارية، الهيكل التنظيمي) على التفوق التنظيمي بالمصرف التجاري الوطني محل الدراسة عند مستوى معنوية (0.05 ≥ α). وبذلك اوصت الدراسة على استثمار العلاقة الإيجابية بين متغيرات الدراسة، لوجود علاقة ارتباط بينهما، بما تؤثر متطلبات إدارة المعرفة إيجابيا في تحقيق التفوق التنظيمي بالمصرف، مما ينعكس إيجابيا في تحسين أداء المصرف بشكل عام، حيث نوصي بضرورة المحافظة على إيجابية هذه العلاقة واجراء التحسينات بما يتلاءم مع التغيرات البيئية.
الكلمات المفتاحية: إدارة المعرفة، التفوق التنظيمي، المصرف التجاري الوطني، الثقافة التنظيمية، تكنولوجيا المعلومات، القيادة الإدارية، الهيكل التنظيمي.
تهدف هذه الدراسة للتعرف على متطلبات إدارة المعرفة في المصرف التجاري الوطني وتأثيرها على الأداء الوظيفي (دراسة تطبيقية على المصرف التجاري الوطني الليبي). تم استخدام طريقة العينة الطبقية النسبية في اختيار عينة الدراسة. كما تم توزيع عدد (235) استبانة وكان عدد الاستمارات الصالحة للتحليل الاحصائي (195)، وقد تم استخدام معامل بيرسون الإحصائي وتحليل الانحدار لقياس تأثير متطلبات إدارة المعرفة (المتغير المستقل) على الأداء الوظيفي (المتغير التابع). تشير نتائج الدراسة إلى أن المصرف يعمل في إطار بيئة تنظيمية تتضمن العديد من العناصر والمتغيرات والتي تساعد في تطبيق إدارة المعرفة، وأن متطلبات إدارة المعرفة (الثقافة التنظيمية، تكنولوجيا المعلومات، القيادة الإدارية، الهيكل التنظيمي)، ومستوى تطبيقها في المصرف محل الدراسة كان مرتفعاً ولها تأثير إيجابي على الأداء الوظيفي. كما بينت ايضاً الدراسة ان أداء العاملين بالمصرف محل الدراسة لم يكن مرتفع، وأظهرت نتائج اختبار للفرضية الرئيسية وما تفرع عنها من فرضيات وجود أثر ذو دلالة إحصائية لمتطلبات إدارة المعرفة (الثقافة التنظيمية، تكنولوجيا المعلومات، القيادة الإدارية، الهيكل التنظيمي) على الأداء الوظيفي بالمصرف التجاري الوطني محل الدراسة عند مستوى معنوية (0.05 ≥ α). وقد اوصت الدراسة على استثمار العلاقة الإيجابية بين متغيرات الدراسة، لوجود علاقة ارتباط بينهما، والتأثير الإيجابي لمتطلبات إدارة المعرفة على الأداء الوظيفي بالمصرف، والتي سوف تنعكس إيجابيا في تحسين أداء المصرف بشكل عام، حيث ينبغي المحافظة على إيجابية هذه العلاقة واجراء التحسينات بما يتلاءم مع التغيرات البيئية.
الكلمات المفتاحية: متطلبات إدارة المعرفة، الأداء الوظيفي، المصرف التجاري الوطني.
هدفت الدراسة الوقوف على مدى تطبيق استراتيجيات الحد من فقدان المعرفة في مؤسسات التعليم العالي والوقوف على أهم الاستراتيجيات الممكنة للحد من فقدانها في جامعة الموصل، والأسباب التي تقف وراء ذلك، وقد تم تبني المنهج الوصفي التحليلي في طرح الأفكار ومعالجة وتحليل وتفسير البيانات، وظفت الدراسة الاستبانة لجمع البيانات المتعلقة بمدى تطبيق استراتيجيات الحد من فقدان المعرفة وهي ) 4( استراتيجيات و) 52 ( فقرة بهدف الحد منها وذلك اعتماداً على وحدد مجتمع الدراسة ب )جامعة الموصل( كونها من منظمات ،)Delong, أنموذج ) 2004 المجتمع كثيفة المعرفة، وتم أخذ آراء عينة بواقع ) 520 ( شخص من قيادات جامعة الموصل وأعضاء الهيئة التدريسية ممن هم بلقب )أستاذ وأستاذ مساعد( من مجموع ) 1300 ( شخص، وتم )SPSS V26, AMOS استخدام مجموعة من الأساليب الإحصائية في تحليل البيانات منها ) 24 للاستدلال على النسب المئوية والتكرارات وحساب الأوساط الحسابية والانحرافات المعيارية ،)Wilcoxon Signed Rank Test( ونسب الاستجابة، وتم اختبار الفرضيات باستخدام وتوصل الباحثان للعديد من النتائج كان أبرزها محدودية الحلول والمعالجات التي تتبناها جامعة الموصل لمواجهة حالات فقدان المعرفة.
In diesem Kapitel wird eine Vielzahl von Good-Practice-Beispielen nach verschiedenen Kriterien und die Kosten-Nutzen-Relation des Wissensmanagements beschrieben. Zunächst werden typische Anwendungen des Wissensmanagements in Funktionalbereichen wie Forschung & Entwicklung vorgestellt. Es schließt sich ein Überblick von Good Practices nach verschiedenen Branchen an – sowohl im privatwirtschaftlichen als auch im öffentlichen Bereich. Bei den Unternehmensgrößen findet eine Differenzierung in Großunternehmen, KMU und Start-ups statt. Ferner ist dem globalen und dem interkulturellen Wissensmanagement ein eigener Abschnitt gewidmet. Und auch von Pionieren des Wissensmanagements, prominenten Digitalunternehmen und preisgekrönten exzellenten Wissensorganisationen können Lessons Learned übertragen werden. Abschließend werden die Nutzeffekte des Wissensmanagements zusammengefasst und in Relation zu den verschiedenen Kosten gestellt (Abb. 9.1). Wie im Kap. 1 bereits begründet soll aufgrund der Komplexität und Dynamik des Themas „Wissensmanagement“ und der oft nicht einfachen Übertragbarkeit von Lessons Learned auch in diesem Kapitel meist zurückhaltender von Good-Practice-Beispielen anstelle von Best-Practice-Beispielen gesprochen werden. Es wird darauf hingewiesen, dass die Einordnungen der Anwendungen in diesem Kapitel um die zahlreichen Good-Practice-Fallstudien ergänzt werden, die im Abschn. 1.3.1 in der Tab. 1.1 zusammengefasst sind und im Verlauf des Buchs den entsprechenden Teilthemen zugeordnet sind. Der Autor empfiehlt, beim Studium der folgenden Abschnitte mithilfe der obigen Tabelle und der jeweiligen Branche gegebenenfalls auch nochmals die im Buch verteilten Beispiele zu identifizieren und zu sichten. Damit soll der Anspruch dieses Kapitels „Good-Practice-Anwendungen“ eingelöst werden – insbesondere auch zusammen mit den Lessons Learned und Empfehlungen zur Vorgehensweise bei der Einführung im Kap. 8.
The purpose of this paper is to explain knowledge strategies and what is their role in designing business strategies. Knowledge strategies represent a new concept in knowledge management systems and it became more important during the COVID-19 crisis when managers were confronted with the absence of knowledge and the lack of understanding how to design them. Knowledge strategies do not replace business strategies; they constitute an integrated part of them. Thus, understanding the essence of knowledge strategies and their impact on business strategies represents a necessity for managers and stakeholders. We will discuss the generic knowledge strategies that can be implemented in any organization as a result of the vision and mission of it. These knowledge strategies can be conceived from the known-unknown matrix. We will discuss the following knowledge strategies: knowledge exploitation, knowledge exploration, knowledge acquisition, and knowledge sharing.
The purpose of this paper is to explore the way scholars have approached the role of concepts like ‘risks and vulnerabilities’ within the framework of environment sustainable management. We developed this bibliometric exploration on a period of 10 years including papers indexed in Scopus database and used the specialized VOSviewer software. A strong argument for the importance of this investigation is that the concept of risks associated to the environment sustainable management is frequently encountered in research papers but the concept of vulnerabilities approached in the same context has not been the focus of too many studies yet. Considering the basic premises that in any domain, organization, or system, vulnerabilities represent the sources of potential risks thus we should have the capacity to timely identify these and prevent them from becoming real risks. The analyses developed through VOSviewer software reveal several types of conclusions. Findings show that there is a strong interest for publishing papers on subjects like “environment risks”, “risk analysis” or “environment sustainability” but very low ratings of papers dealing with “vulnerabilities” in this area which results in a knowledge gap for the field. We shall present in detail the journals’ clusters and their focus in the area of environment sustainable management. A major contribution of this paper comes from revealing this knowledge gap in the scientific literature between the concepts of risks and vulnerabilities in the field of environment sustainable management. Another useful contribution might be considered the detailed journals’ cluster analysis revealing the most popular topics and their networks. Also, an important outcome is the chronological evolution of publications on the key concepts thus depicting the scholarly trend.
Knowledge is a strategic resource of any organization and its deployment is critical in achieving a sustainable competitive advantage. Knowledge strategies were born at the intersection of strategic thinking and knowledge management. Strategic thinking is a mental process of understanding the future and, based on that understanding, of searching for practical ways of achieving a competitive advantage on the market. Strategic thinking is operating in the opportunity space of the organization. The book explains the strategizing process and presents the knowledge strategies as a result of that complex mental process. Organizations can design deliberate and emergent knowledge strategies, which can be integrated into the corporate vision and its strategies.
Organizational strategies around employee retirement are often cast in generational terms (i.e., as knowledge transferred between older and younger generations). Within this context, research suggests generational differences in knowledge sharing preferences and in supporting information and communication technology (ICT) preferences. At the same time, others argue that the concept of generations is a myth, or a stereotype‐driven perception. Therefore, the objectives of this study were (1) to examine whether there are generational differences in knowledge sharing and ICT preferences and (2) to examine whether perceptions of younger and older generations' preferences match their actual preferences. Data were collected from 138 survey participants (Baby Boomers, Generation Xers, and Millennials) and analyzed using ANOVAs, effect sizes, and confidence intervals. Additionally, 13 interviews were conducted with Baby Boomers and analyzed using content and narrative analyses. Findings showed no reliable differences between the three generations' preferences for knowledge sharing modalities (i.e., in writing and verbally) and methods (i.e., in person and through various ICTs). The most preferred methods were email, in‐person, telephony, and instant messaging. Most interestingly, while all generations had an accurate perception of Millennials' sharing preferences, they all demonstrated a distorted perception of Baby Boomers' preferences. Moreover, the broader the generation gap, the greater the discrepancy in perception. These findings support the postulation that generational differences may be a matter of perception rather than actuality. The most significant implication for research and practice is to retire generational thinking and to propose several alternative organizational strategies in managing knowledge continuity.
Information systems development (ISD) is an integral part of organizational agility in today’s competitive business environment. High turnover, agile ways of working, and fluid work environments pose challenges for ISD. This paper explores the erosion of knowledge retention (KR) arising from ISD staff churn in a New Zealand-based financial organization in the aftermath of a major earthquake. In this exploratory study, the authors develop a causal model of KR in the ISD context, which articulates the challenges to and consequences of ineffective KR at the routine and exiting stages of KR. The model identifies four challenges—coordination complexity, insufficient resources for knowledge retention, insufficient attention to knowledge retention, and slow staff replacement and handover processes—that can affect the loss of ISD knowledge when routine and exiting KR fall into disarray. This study also reveals that role stress and reduced ISD agility reinforce the cycle of knowledge loss.
Technological change can help to enhance an organization's knowledge base by facilitating communication and information flows. Changing communication and information flows, however, also creates appropriation opportunities for organizational sub-groups. Drawing empirical cases from the ESRC/DTI 'New Technologies and the Firm' initiative, we put forward a theoretical framework for the analysis of potential appropriation problems and mechanisms far addressing them. If these mechanisms succeed, organizations can be seen as 'expert'; i.e. knowledge flows are under the organization's control. If not, organizations may well employ 'expert humans' but are unlikely to fully benefit from their knowledge. We suggest that expert organizations should prioritize the continuity of their knowledge base. Such a strategy not only carefully controls for the flow of personnel, but also avoids undue dependence on external knowledge suppliers.
A number of studies have been released in recent years from prestigious think-tanks, such as the Hudson Institute, and leading consulting firms, such as Wyatt and McKinsey, predicting severe labor market shortages for the U.S. economy in the decades ahead. Some go as far as to suggest that the U.S. economy will experience widespread job vacancies that cannot be filled because of a shortfall of workers. In these arguments, the shortfall is typically blamed on the small size of the "baby bust" cohort, the generation that has followed the baby boomers into the labor market.
With Japan facing a demographic crisis government finances stretched to the limit to keep the economy afloat-have to cope with the rising strain on public pension and health systems. This article looks at the economic and fiscal costs of aging in Japan.
Traditional strategic planning draws from forecasts of parameters like market growth, prices, exchange rates, and input costs that managers are unable to predict live or ten years in advance with any accuracy. Nevertheless, some firms meticulously construct strategic plans on the basis of forecasting that, in all probability, will be wrong. These companies lend to overinvest in building assets and capabilities that are highly specific to a particular strategy, relative to what would be optimal if planning explicitly acknowledged that forecasts would likely be off the mark. While companies may focus on executing a single strategy at any particular time, they must also build and maintain a portfolio of strategic options on the future. They must invest in developing new capabilities and learning about new, potential markets. By establishing a set of strategic options, a company can reposition itself faster than competitors that have focused on "doing more of the same." Williamson discusses a strategy that embodies a coherent portfolio of options, sketches a process managers can use to develop this kind of strategy, and explains how planning and management opportunism can reinforce each other. Creating a portfolio of future options involves: Uncovering the hidden constraints on a company's future - both capability constraints and market-knowledge constraints. Establishing processes to minimize the costs of building and maintaining the portfolio. Optimizing the portfolio by considering (1) alternative capabilities that could profitably meet customer needs and (2) future markets or new customer behaviors. Combining planning acid opportunism, bath of which are essential to the proactive creation of strategic options. Williamson cautions that a company must keep tactical opportunism within the bounds of its overall direction, ruling out options that might cause it to deviate from its long-term mission. Short-term opportunism must determine which precise option a company chooses to exercise.
At the heart of the traditional approach to strategy lies the assumption that by applying a set of powerful analytic tools, executives can predict the future of any business accurately enough to allow them to choose a clear strategic direction. But what happens when the environment is so uncertain that no amount of analysis will allow us to predict the future? What makes for a good strategy in highly uncertain business environments? The authors, consultants at McKinsey & Company, argue that uncertainty requires a new way of thinking about strategy. All too often, they say, executives take a binary view: either they underestimate uncertainty to come up with the forecasts required by their companies' planning or capital-budging processes, or they overestimate it, abandon all analysis, and go with their gut instinct. The authors outline a new approach that begins by making a crucial distinction among four discrete levels of uncertainty that any company might face. They then explain how a set of generic strategies--shaping the market, adapting to it, or reserving the right to play at a later time--can be used in each of the four levels. And they illustrate how these strategies can be implemented through a combination of three basic types of actions: big bets, options, and no-regrets moves. The framework can help managers determine which analytic tools can inform decision making under uncertainty--and which cannot. At a broader level, it offers executives a discipline for thinking rigorously and systematically about uncertainty and its implications for strategy.