The Impact of Knowledge Behavioural Factors on Tacit Knowledge Retention: Empirical Study in Oil and Gas Industry


Organisation need be more effective in retaining the tacit knowledge (know-how and know-what) and made it accessible for another staff to be more productive and enable management to make better decisions. Relying on explicit knowledge and old-style training courses is simply no longer effective to transfer or retain knowledge; therefore, understanding the role of tacit knowledge retentions as part of knowledge management is becoming increasingly more important to fulfil the organisation strategic goals. To attain the aim, theoretical and empirical study using (275) samples from different international oil and gas companies have quantitatively assessed three main factors; the strategic impact of tacit knowledge loss, the impact of knowledge and organisational behaviour at the individual level on knowledge retention within the organization. Based on the study results, both knowledge and organisational behaviour shows direct impact in knowledge retention enhancement. What knowledge and whose knowledge should be emphasised to reduce the impact of crew change. Knowledge management implementation to be the most important factor as Learning and sharing knowledge is affected by the cognitive processes and the way the organisation practice and implement the knowledge share such as mini-workshops, short assignment and community of practice (CoP). The last factor is positive individual attitude, which reflected in more effectiveness knowledge share and transfer. These factors improve tacit knowledge retention and fulfil the strategic goals such as competitiveness advantage and improve the performance, productivity and employee’s effectiveness.

Keywords: Oil and Gas, Knowledge Retention, Tacit knowledge, knowledge behaviour, organisational behaviour.

[1] AAPG American Association of Petroleum Geologist Workshop event, 2016. [Online] Retrieved from 23rd December 2016).

[2] Birenbaum, K. 2015. The ’Great Crew Change’ [Online] Retrieved from print/volume-12/issue-4/features/the-great-crew-change.html (accessed: 13rd Jun 2016).

[3] Bryman, A., 2015. Social research methods. Oxford university press.

[4] Chilton, M.A. and Bloodgood, J.M., 2007, January. The dimensions of tacit & explicit knowledge: A description and measure. In System Sciences, 2007. HICSS 2007. 40th Annual Hawaii International Conference on (pp. 188a-188a). IEEE.

[5] DeLong, D.W., 2004. Lost knowledge: Confronting the threat of an aging workforce. Oxford University Press.

[6] Doan, Q.M., Rosenthal-Sabroux, C. and Grundstein, M., 2011. A Reference Model for Knowledge Retention within Small and Medium-sized Enterprises. In KMIS, pp. 306-311.

[7] Edwards, J.S., 2008. Knowledge management in the energy sector: Review and future directions. International Journal of Energy Sector Management, 2(2), pp.197-217.

[8] Fisher, S.R. and White, M.A., 2000. Downsizing in a learning organisation: are there hidden costs? Academy of Management Review, 25(1), pp.244-251.

[9] Grant, R.M., 2013. The Development of Knowledge Management in the Oil and gas Industry/El desarrollo de la Dirección del Conocimiento en la industria del petroleo y gas. Universia Business Review, (40), p.92.

[10] Griffin, R.W., Phillips, J.M. and Gully, S.M., 2014. Organisational behaviour: Managing people and organisations. Nelson Education.

[11] Haron, H. and Alias, R.A., 2005. Conceptualization of tacit knowledge dimension. In Proceedings of the Postgraduate Annual Research Seminar, pp. 12-17.

[12] Ismail, M.B. and Yusof, Z.M., 2009. Demographic factors and knowledge sharing quality among Malaysian government officers. Communications of the IBIMA, 9, pp.1-8.

[13] King, W. R., 2009. Knowledge management and organisational learning (pp. 3-13). Springer US.

[14] Lloyd 2015. Lloyd’s Register Energy. [Online] Retrieved from (accessed on: 8th November 2016).

[15] Lubit, R. (2001). Tacit knowledge and knowledge management: The keys to sustainable competitive advantage. Organisational Dynamics, 2991), 164-178.

[16] Martins, E.C. and Martins, N., 2011. The role of organisational factors in combating tacit knowledge loss in organisations. Southern African Business Review, 15(1).

[17] Nonaka,I.,2002. A dynamic theory of organisational knowledge creation.Thestrategicmanagement of intellectual capital and organisational knowledge, pp.437-462.

[18] Nonaka, I., 2008. The knowledge-creating company. Harvard Business Review Press.

[19] Robbins, S., Judge, T.A., Millett, B. and Boyle, M., 2013. Organisational behaviour. Pearson Higher Education AU.

[20] Riddell, M.R., 2011. Knowledge Retention in Oil and gas Companies: Focus on the Individual.

[21] Rowe, K., 2006. The measurement of composite variables from multiple indicators: Applications in Quality Assurance and Accreditation Systems–Childcare. Camberwell, Victoria: Australian Council for Educational Research.

[22] Smith, R., 2001. Schlumberger Oil Field Review. [Online] Retrieve from:$\sim$/ media/Files/resources/oilfield_review/ors01/spr01/p66_83.ashx (accessed on 9