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Lost KnowledgeConfronting the Threat of an Aging Workforce$
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David W. DeLong

Print publication date: 2004

Print ISBN-13: 9780195170979

Published to Oxford Scholarship Online: September 2007

DOI: 10.1093/acprof:oso/9780195170979.001.0001

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2021. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 22 September 2021

Launching Knowledge Retention Initiatives

Launching Knowledge Retention Initiatives

Principles for Action

(p.171) 10 Launching Knowledge Retention Initiatives
Lost Knowledge

David W. DeLong (Contributor Webpage)

Oxford University Press

This chapter provides an outline of how to start implementing knowledge retention programs. It illustrates the uses of a risk assessment or a knowledge audit, as well as an attrition profile and social network analysis, to identify where turnover and lost knowledge will have the greatest impacts. These steps are necessary to build the business case for investing in the implementation of a variety of knowledge retention initiatives. In addition, change management strategies are outlined to address the cultural barriers and resource constraints that can threaten to undermine the implementation process.

Keywords:   risk assessment, attrition profile, knowledge audit, social network analysis, knowledge retention, resource constraints, cultural barriers, implementation, change management

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