Lost knowledge : confronting the threat of an aging workforce

By D. DeLong. 2004

420 citations recorded by the source corpus.

How researchers see this paper

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Managing diversity and enhancing team outcomes: the promise of transformational leadership. (2009, background): “Understanding the effects of age diversity is particularly important in countries with low birth rates and aging workforces that face the challenge of intergenerational knowledge transfer (DeLong, 2004).”
Predicting employee engagement in an age‐diverse retail workforce (2011, background): “At the same time, employers in many sectors have begun to recognize the need to retain these workers to avoid “lost knowledge” (DeLong, 2004) and deal with the void that may be created by the size of the “Baby Boom” generation approaching retirement age (Hedge, Borman, & Lammlein, 2006).”
Organizational Ecology and Knowledge Networks (2007, background): “Compounding the problem over the next decade, as the Baby Boomers start to retire en mass, is that the tacit knowledge or what Leonard and Swap call “deep smarts”(75) of the most experienced and talented employees will dissipate, leaving organizations more vulnerable to reduced opportunities for inf”