Purpose – Research on knowledge loss is at an early stage of evolution. This paper seeks to extend the existent literature through an exploratory investigation of the drivers and impacts of knowledge loss, as well as associated retention strategies within manufacturing and service operations. Design/methodology/approach – Multiple research streams are used to explore and capture the complexities and intricacies of knowledge loss within four firms. The author follows a multiple case study approach with theoretical sampling of manufacturing and service firms. Findings – The results of this study suggest that organizations should retain and diffuse architectural knowledge, improve strategic coordination among units, develop existing capabilities through different networking strategies and more effective networks, and transform these capabilities into effective organizational routines to mitigate knowledge loss and increase knowledge retention. Meanwhile, relying solely on standard operating procedures, information systems, and codification of knowledge in databases could undermine knowledge retention and lead to knowledge loss. Practical implications – A comprehensive strategy to guide knowledge management efforts and actions should be adopted. Moreover, knowledge cannot be retained without the adoption of an integrative approach that comprises various strategies and without management commitment and drive. Originality/value – The findings of this exploratory investigation add to the understanding of the knowledge loss phenomenon by showing that it is much more complex than was found in earlier studies emanating from various research streams. The paper proposes directions for future research.
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