Date of Conferral



Doctor of Business Administration (D.B.A.)


Business Administration


Teresa Jepma


American business leaders are challenged to replace 70 million knowledgeable and experienced workers. Some leaders of organizations have no formalized knowledge transfer strategies in place to reduce lost productivity and negative financial effects of retiring and resigning employees. Seventy-five million baby boomers are leaving organizations, taking knowledge and skills with them, and leaving organizations with the challenge of training new employees. Grounded by Nonaka and Takeuchi’s socialization, externalization, combination, and internalization model for knowledge creation, the purpose of this qualitative single case study was to explore knowledge transfer strategies used by credit union leaders to retain critical business information. Participants included 14 managers and executives from 1 credit union in Michigan, United States. Data were collected through semistructured interviews and analysis of company documents. Thematic analysis was used to analyze the data that resulted in 3 themes: documentation, cross-training and job shadowing, and presentations and meetings. Participation in business meetings and job shadowing provides opportunities to learn critical information on organizational strategies and the ability to ask questions for clarity, which is significant for successful knowledge transfer. Implications for social change include the potential to increased credit union employees’ knowledge, expanding opportunities for employees to learn new skills and knowledge, leading to promotions, or additional employment opportunities.

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Business Commons