Article2003

Coping with the Sudden Loss of an Indispensable Employee

Frederick A. Starke · Bruno Dyck · Michael K. Mauws

27 citations0/0 files storedThe Journal of Applied Behavioral Science

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Knowledge Management and Sharing Innovation and Knowledge Management Innovative Education and Learning Practices

Abstract

Using real-time longitudinal survey and interview data, the authors assessed explicit and tacit knowledge flows within a small manufacturing firm for an indispensable employee (IE). They then compared those flows to the flows for a replacement employee (RE) who took over after the IE became ill. As expected, they found that (a) explicit and tacit knowledge outflows to coworkers were greater for the IE than for the RE, and (b) tacit knowledge inflows from coworkers were slightly greater for the RE than for the IE. Explicit knowledge inflows from coworkers were not consistently greater for the RE than for the IE. Surprisingly, the loss of the IE did not have a negative impact on the firm's productivity.

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References

1991Firm Resources and Sustained Competitive Advantage 2004Firm resources and sustained competitive advantage 1990Absorptive Capacity: A New Perspective on Learning and Innovation 1991Situated Learning 1977Outline of a Theory of Practice 1995The Knowledge-Creating Company 1994A Dynamic Theory of Organizational Knowledge Creation 1990The Logic of Practice

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2023Knowledge loss induced by organizational member turnover: a review of empirical literature, synthesis and future research directions (Part II)

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