Howto retain knowledge within an organization and prevents its transferoutside the organization

Foran organization to adopt effective strategies to become competitiveand improves its performance, it should employ prudent management ofhuman capital and knowledge (Baronat al., 2012). This strategy sets a system which develops an enablingenvironment to support competitive advantage, learning and innovationwithin an organization. In practice, leveraging knowledge to alignorganization activities towards optimum performance and protectionagainst transfer or compromise is a considerable challenge.

Foran organization to achieve increased innovation, the knowledge flowand availability is required. Within an organization the employeeswith expertise ought to transfer knowledge or know-how within theorganization (Herholdt,2012). The effective strategies often for knowledge transfer involvetraining sessions, whereby the organization gives a clear andconsistent plan open to incorporate sharing of information to meetits targets. It the process to protect its own knowledge base, anorganization must put in place integrated mechanism to regulateinformation access levels, culture of reporting incidence anddownloads (Debowski,2010).

Howorganizations implement knowledge reuse

Theoperations within organizations experience different forms ofchanges, this constant periods of change if not managed well leads topoor performance. In order to undertake smooth performance always,the organizations must understand how to reuse its knowledge(Howlett&amp International Conference on Innovation through KnowledgeTransfer, 2013).

Theinformation available within the organization should have an easyaccess and merged to ensure quick retrieval when required by theworkers. When an easy retrieval system is established, it saves timeand effort spent recreating knowledge that already exists within theorganization (Sojer,2011). For instance, in the organization I currently work, themanagement fails to utilize the experiences of solving crisis tomitigate future crisis and instead constantly recreates crisismanagement mindset. This is an example of an inability to reuseknowledge.


Baron,A., Armstrong, M., &amp Kogan Page. (2012). Human capitalmanagement: Achieving added value through people. London: Kogan Page.

Debowski,S. (2010). Knowledge management. New Delhi: Willey India.

Herholdt,J. (2012). People management strategy in organisations: Articles fromHuman capital review. Randburg, South Africa: Knowres Pub.

Howlett,R. J., &amp International Conference on Innovation through KnowledgeTransfer. (2013). Innovation through knowledge transfer 2012. Berlin:Springer.

Leistner,F. (2010). Mastering organizational knowledge flow: How to makeknowledge sharing work. Hoboken, N.J: Wiley.

Sojer,M. (2011). Reusing open source code: Value creation and valueappropriation perspectives on knowledge reuse. Wiesbaden: GablerVerlag / Springer Fachmedien Wiesbaden.