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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 (www.oxfordscholarship.com). (c) Copyright Oxford University Press, 2019. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 12 November 2019

Creating the Future

Creating the Future

Thinking Strategically about Knowledge Retention

Chapter:
(p.217) 12 Creating the Future
Source:
Lost Knowledge
Author(s):

David W. DeLong (Contributor Webpage)

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195170979.003.0013

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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