SME Succession Planning and Knowledge Loss Assessment

The aging workforce will soon lead to a number of retirements in Small and Medium-Sized Enterprises(SMEs) that cannot be compensated for by the decreasing pool of succeeding individuals. Consequently,SMEs need to find ways to cope with the demographic challenge and its possible consequences. Otherwise,its capability to act is at risk in situations when critical staff is leaving. This clearly illustrates the needfor a proper succession planning. One that takes into consideration the knowledge at stake. The aim ofthis chapter is to draw attention to the danger of knowledge loss as a consequence of an aging workforceand to discuss three approaches SMEs can use to better understand the knowledge at risk. Set againstthe importance of SMEs in most of the world, the study´s results provide relevant insights into how tocope with knowledge at risk in order to secure the firms´ survivability.

[1]  Tatiana Gavrilova,et al.  Knowledge Elicitation Techniques in a Knowledge Management Context , 2012, J. Knowl. Manag..

[2]  Susanne Durst,et al.  Do you know your knowledge at risk , 2013 .

[3]  N. Bontis Assessing knowledge assets: a review of the models used to measure intellectual capital , 2001 .

[4]  Danny Miller,et al.  Toward an Integrative Model of Effective FOB Succession , 2004 .

[5]  Michael H. Morris,et al.  Correlates of success in family business transitions , 1997 .

[6]  W. Handler Succession in Family Business: A Review of the Research , 1994 .

[7]  Susanne Durst,et al.  Intellectual capital risks and job rotation , 2012 .

[8]  Desiderio J. García-Almeida,et al.  The Succession Process from a Resource- and Knowledge-Based View of the Family Firm , 2001 .

[9]  M. Tushman,et al.  Executive Succession and Organization Outcomes in Turbulent Environments: An Organization Learning Approach , 1992 .

[10]  Marjorie Armstrong-Stassen,et al.  Adapting training for older employees , 2005 .

[11]  G. Probst,et al.  Don’t let knowledge walk away: Knowledge retention during employee downsizing , 2012 .

[12]  Chi Fai Cheung,et al.  Mapping and auditing organisational knowledge assets using the interactive STOCKS methodology , 2009 .

[13]  Sally Sambrook,et al.  Exploring succession planning in small, growing firms , 2005 .

[14]  Thomas Zellweger,et al.  On the Emotional Value of Owning a Firm , 2008 .

[15]  Samia Chreim,et al.  CEO succession research: methodological bridges over troubled waters , 2000 .

[16]  M. Olbrich Unternehmungsnachfolge durch Unternehmungsverkauf , 2005 .

[17]  Michael H. Morris,et al.  Factors influencing family business succession , 1996 .

[18]  L. Treleaven,et al.  Loss of organizational knowledge , 2005 .

[19]  Yvonne J Kochanowski Human capital management in government: replacing government retirees. , 2011, Journal of health and human services administration.

[20]  S. Durst,et al.  THE SUCCESSORS OR THE NEGLECTED PERSPECTIVE IN COMPANY SUCCESSION IN FAMILY FIRMS (SUMMARY) , 2010 .

[21]  Terrence C. Sebora,et al.  Executive Succession: Past, Present & Future , 1994 .

[22]  Dean A. Shepherd,et al.  Structuring Family Business Succession: An Analysis of the Future Leader's Decision Making , 2000 .

[23]  Stefan Wilhelm,et al.  Journal of Knowledge Management Knowledge management and succession planning in SMEs , 2017 .

[24]  Pramodita Sharma,et al.  Strategic Management of the Family Business: Past Research and Future Challenges , 1997 .

[25]  Chi Fai Cheung,et al.  A Systematic Approach for Knowledge Audit Analysis: Integration of Knowledge Inventory, Mapping and Knowledge Flow Analysis , 2004, J. Univers. Comput. Sci..

[26]  Amrit Tiwana,et al.  The Knowledge Management Toolkit: Orchestrating IT, Strategy, and Knowledge Platforms , 2002 .

[27]  Nancy J. Cooke,et al.  Varieties of knowledge elicitation techniques , 1994, Int. J. Hum. Comput. Stud..

[28]  Gabriel Jacobs,et al.  Business succession planning: a review of the evidence , 2006 .

[29]  D. R. Bagby Enhancing Succession Research in the Family Firm: A Commentary on “Toward an Integrative Model of Effective FOB Succession” , 2004 .