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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: 23 September 2021

Overcoming Organizational Barriers to Knowledge Retention

Overcoming Organizational Barriers to Knowledge Retention

(p.189) 11 Overcoming Organizational Barriers to Knowledge Retention
Lost Knowledge

David W. DeLong (Contributor Webpage)

Oxford University Press

This chapter identifies four sources of problems that promote knowledge loss in organizations by creating barriers to knowledge sharing and knowledge management. It suggests change management strategies for dealing with them. The sources identified are: the fact that no one gets promoted for investing in knowledge retention; poor interpersonal expert/novice dynamics; organizational conflict that undermines knowledge sharing; and the psychological trap of “competing commitments” that creates organizational barriers to action.

Keywords:   knowledge sharing barriers, expertise, change management, organizational conflict, expert/novice dynamics, competing commitments, knowledge management

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