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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, 2020. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 02 December 2020

Creating the Future

Creating the Future

Thinking Strategically about Knowledge Retention

(p.217) 12 Creating the Future
Lost Knowledge

David W. DeLong (Contributor Webpage)

Oxford University Press

This chapter describes five things leaders must do to support strategic thinking about knowledge retention. This includes: (1) always linking organizational strategy to knowledge management initiatives; (2) coping with the uncertainty created by changing workforce capabilities; (3) taking a systemic approach when addressing knowledge retention problems and seeking solutions integration; (4) recognizing that knowledge loss can seriously hurt organizational learning capabilities by undermining a firm's absorptive capacity; and (5) using a strategic planning framework to take a long-term perspective on challenges posed by changing workforce demographics and the resulting threats of knowledge loss.

Keywords:   organizational strategy, strategic thinking, knowledge management, uncertainty, solutions integration, organizational learning, absorptive capacity, strategic planning, long-term perspective

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