Knowledge Management and Retention Strategies in Knowledge-Intensive Organizations (KIOs) Facing Turnover: An Integrative Review
Keywords:
knowledge management, knowledge retention, organizational knowledge, intellectual capital, employee turnover, knowledge-intensive organizationsAbstract
In Knowledge-Intensive Organizations (KIOs), the preservation of organizational knowledge represents a strategic challenge, especially in environments affected by high employee turnover. The frequent loss of personnel compromises the continuity of knowledge flows and directly threatens the sustainability of intellectual capital. This study aims to analyze the relationship between knowledge management (KM) strategies and the retention of organizational knowledge in KIOs, considering the impacts of turnover.
A systematic integrative literature review was conducted, focusing on scientific publications from the last ten years. The research was guided by four specific objectives: (i) to map the main KM strategies adopted by KIOs to address knowledge loss; (ii) to investigate how turnover affects the preservation of intellectual capital in knowledge-intensive contexts; (iii) to examine how the identified strategies relate to organizational knowledge retention; and (iv) to discuss the challenges and opportunities associated with KM in high-turnover environments.
The results highlight a repertoire of strategies that include succession planning, mentoring, structured repositories, communities of practice, and technological tools aimed at knowledge sharing and continuity. The analysis suggests that effective KM practices are strongly associated with increased resilience to knowledge attrition and with the preservation of organizational memory.
This study contributes to the academic field by offering an integrated overview of current literature, reinforcing the strategic role of KM in mitigating knowledge loss, and identifying critical gaps and future directions for research in dynamic, high-turnover organizational settings.
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