“…Different studies have claimed that KM practices are helpful in the organizational level only such as organizational performance (Abubakar et al , 2019; Karthikeyan and Muralidharan, 2010; Meher and Mishra, 2019; Mehralian et al , 2018), job satisfaction (Kianto et al , 2016; Kuzu and Ozilhan, 2014; Malik and Kanwal, 2017), organizational innovation practices (Bloodgood, 2019; Chaudhuri, 2011; Darroch, 2005; Matricano et al , 2019; Nonaka, 1994) and strategic decision-making (Bharadwaj et al , 2015; Cabrilo and Dahms, 2018; Johannessen and Johannessen, 2018; Peruffo et al , 2018). Various studies claim that KM comprises of various practices out of which knowledge creation (Abubakar et al , 2019; Balde et al , 2018; Mehralian et al , 2018; Nonaka, 1994), knowledge sharing (Akram et al , 2020; Borges et al , 2019; Goel et al , 2010; Kumar, 2005), knowledge retention (KR) (Levallet and Chan, 2019; Liebowitz, 2010; Motshegwa, 2017) are the most important element in the organization.…”