Purpose The focus of this study is on the knowledge retention process, including knowledge capture, knowledge codification and the internalising of knowledge in organisations – a key aspect of age management. The purpose of this paper is to contribute to an understanding of the difficulties in this process to discuss implications for organizational measures to retain knowledge. Design/methodology/approach This study is based on field research on a Swedish multinational company from the perspective of senior employees. Findings The findings indicate that knowledge retention is a complex phenomenon, partly because valued knowledge is tacit and knowing is highly subjective and transferred through learning in collaboration with others in the process of undertaking assignments and acting together in work situations. Research limitations/implications Knowledge retention is considered only from the perspective of senior, white-collar employees in this study; it would be of interest to consider other employees’ perspectives as well. A second limitation is that the data were collected at a single site. It could be argued, however, that a single case study research format provides an opportunity to gain deep knowledge and allows for explanations about observed phenomena, thereby contributing towards transferable scientific knowledge. Practical implications Knowledge retention is hindered by focusing solely on senior workers and on an explicit and commodified view of knowledge. Social implications Knowledge retention should be an on-going way of working throughout the organization in which tacit knowledge and knowing are important. Originality/value This study shows the importance of considering knowledge and knowing retention as a matter of continual interaction between actors. Retention of tacit knowledge and knowing is not merely a matter of capturing and codifying knowledge. This study contributes to an understanding of the internalisation of tacit knowledge and knowing in continual interaction and cannot be preceded by a step-wise process.
The development of various types of sales channels has increased interaction opportunities between corporations and end users. Furthermore, customers have gained increasing influence in business due to the development of performance measures as customers' ability to influence corporate profitability has gained importance in economic governance. This affects today's business leaders' strategic decisions because they need to decide which marketing channels they should use to reach out to end users and how they should proceed in order to increase customer profitability. The purpose of this study is to identify the driving forces behind the strategic choices of the sales channel(s) and to describe the managers' views of the customers behind the marketing channels and how satisfied, loyal and profitable these customers are. The strategic choices and motivations behind the choice of sales channels are characterized partly by managers' personal experiences and views on the channel opportunities, coincidences and the fear that some channels will compete with each other. The majority of the managers believe that customers behind sales channels have different preferences, but they use no analysis of how satisfied and loyal their customers are. Satisfaction and loyalty are factors that should be analyzed because they are assumed to lead to customer profitability.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.
hi@scite.ai
10624 S. Eastern Ave., Ste. A-614
Henderson, NV 89052, USA
Copyright © 2024 scite LLC. All rights reserved.
Made with 💙 for researchers
Part of the Research Solutions Family.