In industry sectors where knowledge and know-how is not a highly valued
commodity the departure of an employee to a new job in another organization or
to retirement is an unremarkable event. But as the pace of competition
accelerates, as markets internationalize, as the product-to-market time line
compresses, and as organizations adopt information-intensive operations and
processes, know-how or tacit knowledge assume higher and higher value.
When provisions are lacking for the capture of know-how, individual
employees become extremely valuable and organizations become vulnerable.
Some individuals become adept at using personal expertise and tacit knowledge
related to research directions, social and expert networks, and how to attract
funding, for example, to negotiate better, higher paying jobs in a succession of
different organizations
In industry sectors where knowledge and know-how is not a highly valued
commodity the departure of an employee to a new job in another organization or
to retirement is an unremarkable event. But as the pace of competition
accelerates, as markets internationalize, as the product-to-market time line
compresses, and as organizations adopt information-intensive operations and
processes, know-how or tacit knowledge assume higher and higher value.
When provisions are lacking for the capture of know-how, individual
employees become extremely valuable and organizations become vulnerable.
Some individuals become adept at using personal expertise and tacit knowledge
related to research directions, social and expert networks, and how to attract
funding, for example, to negotiate better, higher paying jobs in a succession of
different organizations
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