Igoa-I aola, Elene; Díez Ruiz, Fe nando; Campos G anados, José An onio
A icle
An analysis o he gene a ional succession p ocedu es o e aining
o ganiza ional knowledge in companies wi hin he basque
au onomous communi y (Spain)
Adminis a i e Sciences
P o ided in Coope a ion wi h:
MDPI – Mul idisciplina y Digi al Publishing Ins i u e, Basel
Sugges ed Ci a ion: Igoa-I aola, Elene; Díez Ruiz, Fe nando; Campos G anados, José An onio (2025) :
An analysis o he gene a ional succession p ocedu es o e aining o ganiza ional knowledge
in companies wi hin he basque au onomous communi y (Spain), Adminis a i e Sciences, ISSN
2076-3387, MDPI, Basel, Vol. 15, Iss. 2, pp. 1-17,
h ps://doi.o g/10.3390/admsci15020040
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Ci a ion: Igoa-I aola, E., Díez Ruiz, F.,
& Campos G anados, J. A. (2025). An
Analysis o he Gene a ional
Succession P ocedu es o Re aining
O ganiza ional Knowledge in
Companies Wi hin he Basque
Au onomous Communi y (Spain).
Adminis a i e Sciences,15(2), 40.
h ps://doi.o g/10.3390/
admsci15020040
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A icle
An Analysis o he Gene a ional Succession P ocedu es o
Re aining O ganiza ional Knowledge in Companies Wi hin he
Basque Au onomous Communi y (Spain)
Elene Igoa-I aola 1,* , Fe nando Díez Ruiz 1and José An onio Campos G anados 2
1Depa amen o de Psicología, Uni e sidad de Deus o, 48007 Bilbao, Spain; [email p o ec ed]
2Depa men o Managemen , Deus o Business School, Uni e si y o Deus o, 48807 Bilbao, Spain;
[email p o ec ed]
*Co espondence: [email p o ec ed]
Abs ac : The e en ion o o ganiza ional knowledge is inc easingly challenging o compa-
nies gi en he aging wo k o ce, high u no e a es, and declining bi h a es. This s udy
explo es he knowledge ans e p ocesses du ing gene a ional ansi ions and examines
how digi al ans o ma ion acili a es business model inno a ion. Speci ically, i exam-
ines heknowledge ans e p ocedu es implemen ed in companies in he Au onomous
Communi y o he Basque Coun y, a compe i i e indus ial egion in Eu ope. Using a
quan i a i e app oach, 168 indi iduals in key leade ship posi ions we e su eyed on he
mechanisms used o knowledge e en ion and hei e ec i eness. The esul s e eal ha
while companies p io i ize knowledge ans e , mos lack e ec i e p o ocols. O ganiza ions
employing bo h digi al and analog s a egies a e pe cei ed as mo e e icien in e aining
knowledge. Only hal o he companies in eg a e knowledge ans e p ocesses in o hei
managemen s a egies, wi h no obse ed di e ences in employee knowledge-sha ing
beha io s based on company size. This s udy concludes ha a lack o s uc u ed p oce-
du es may ha m long- e m compe i i eness, ecommending ha companies in es mo e in
de eloping o mal gene a ional hando e p o ocols. This esea ch unde sco es he i al
impo ance o knowledge e en ion o o ganiza ional sus ainabili y and highligh s he
need o u he explo a ion o add ess his issue.
Keywo ds: knowledge e en ion; knowledge ans e ; gene a ional hando e ; o ganiza-
ional compe i i eness; au onomous communi y o he Basque coun y
1. In oduc ion
A undamen al challenge ha wes e n companies a e acing is knowledge e en ion
(Le alle & Chan,2019). This e m e e s o he a ious s a egies ha o ganiza ions
implemen o ensu e ha he knowledge gene a ed in e nally by employees emains wi hin
he o ganiza ion (Le y,2011). These s a egies aim o e ain knowledge e en in he ace o
s a depa u es due o u no e o e i emen p ocesses (Sumbal e al.,2020). The Uni ed
Na ions (2023) wa ns ha o ganiza ions in he wo ld’s majo economies a e no eplenishing
hei wo k o ces quickly enough o a oid u u e alen sho ages in key sec o s. In his
con ex , digi al ans o ma ion eme ges as an essen ial componen o knowledge e en ion,
enabling companies o c ea e inno a i e business models ha e icien ly sa egua d and
ans e o ganiza ional knowledge h ough ad anced echnological ools. In es men in
employee aining will be a c ucial elemen in e aining bo h alen and knowledge wi hin
o ganiza ions (Tlaiss e al.,2017). The In e na ional Labo O ganiza ion no ed ha he
Adm. Sci. 2025,15, 40 h ps://doi.o g/10.3390/admsci15020040
Adm. Sci. 2025,15, 40 2 o 17
pandemic exace ba ed his si ua ion o many o ganiza ions, accele a ing ea ly e i emen s
and al e ing mig a ion pa e ns (Lisa e al.,2024). In ecen yea s, employee u no e a es
ha e inc eased (Fe guson & Hoo e ,2024), d i en by wo ke s seeking a be e wo k–li e
balance (Kampkö e e al.,2018). This shi e lec s a changing pe spec i e on he ole o
wo k wi hin people’s li es (Sánchez-He nández e al.,2019).
O ganiza ions mus implemen s a egies o add ess knowledge e en ion challenges
(Papa e al.,2020). A he Eu opean le el, simila conce ns ha e been aised by he Eu opean
Region De elopmen Fund (2020), emphasizing he impo ance o knowledge ans e
s a egies, pa icula ly o SMEs, gi en hei p e alence ac oss Eu ope. SMEs ep esen
app oxima ely 99% o all companies in he Eu opean Union, playing a cen al ole in
he economy by gene a ing a ound 67% o p i a e-sec o employmen and con ibu ing
signi ican ly o GDP (Ramí ez,2023;Be nal e al.,2022). SMEs os e inno a ion and
employmen , wi h hei lexibili y enabling apid esponses o ma ke demands (Mou a-
Lei e,2011). Mo eo e , digi al ans o ma ion enhances his lexibili y by allowing SMEs o
adop hyb id knowledge ans e me hods, hus p omo ing a con inuous low o c i ical
o ganiza ional knowledge in line wi h mode n business models. Addi ionally, hey play
a key ole in egional de elopmen , being mo e in eg a ed in o local communi ies and
con ibu ing o sus ainable economic g ow h (Mou a-Lei e,2011;Jiménez & Amaya,2014).
The Eu opean Union p omo es knowledge ans e s a egies o enhance he com-
pe i i eness and sus ainabili y o o ganiza ions, including he de elopmen o succession
models (Eu opean Union,2020). Con ede a ions such as he CECOP (2013) analyze suc-
cess ul cases o companies ha ha e e ained o ganiza ional knowledge h ough e ec i e
ans e p ocesses. The in eg a ion o digi al esou ces in o hese p ocesses is inc easingly
seen as a pa hway o inno a ion, enabling companies o scale and secu e hei knowledge
ans e p o ocols in a apidly e ol ing ma ke . The Bank o Spain has also highligh ed he
u gency o add essing his issue wi hin na ional companies, pa icula ly in ligh o aging
wo k o ces and declining bi h a es, which pose a h ea o he e en ion o o ganiza ional
knowledge (Ga ilán,2024). Despi e hese wa nings, ew exhaus i e analyses ha e been
conduc ed on he s a e o knowledge e en ion in companies, making i i al o in es iga e
he si ua ion in egions like he Basque Coun y. This esea ch is impo an because i
p o ides a comp ehensi e analysis o how digi al ans o ma ion can enhance knowledge
e en ion p ac ices, he eby os e ing bo h inno a ion and compe i i eness.
Speci ically, his s udy ocuses on companies in he Basque Coun y, a egion ec-
ognized o i s indus ial s eng h (del Cas illo e al.,2017) and i s designa ion as one o
he 151 Regional Inno a ion Valleys unde he Eu opean Commission’s New Eu opean
Inno a ion Agenda (Eu opean Commission,2024). The Basque Coun y is also no able o
i s high GDP, wi h s ong con ibu ions om indus y (24%) and se ices (67%), anking
i as he second weal hies egion in Spain (Eus a ,2024;Ins i u o Nacional de Es adís ica
(INE),2023). The Basque Coun y has demons a ed esilience in he ace o c ises and
has eco e ed ema kably, al hough i s cu en economic g ow h aligns wi h he b oade
Eu opean con ex . This e lec s i s s eng h as an indus ial and economic hub wi hin bo h
Spain and Eu ope (Figu e 1).
Howe e , he Basque Business Con ede a ion (2023) wa ns ha demog aphic chal-
lenges and di icul ies in a ac ing alen a e jeopa dizing knowledge e en ion wi hin
o ganiza ions. In esponse, he Basque Inno a ion Agency has launched se e al ini ia-
i es ha le e age digi al ools o s eamline gene a ional hando e p ocesses, helping
businesses in he egion de elop o wa d-looking business models (Eu opean Commis-
sion,2024). Ne e heless, companies s ill conside hei si ua ion ega ding knowledge
e en ion o be c i ical, wi h long- e m consequences o hei compe i i eness (Ramona &
Alexand a,2019). This s udy is pionee ing, as i explo es he ole o digi al ans o ma ion
Adm. Sci. 2025,15, 40 3 o 17
in suppo ing knowledge ans e wi hin his unique Eu opean egion, highligh ing how
hese ools d i e inno a ion and sus ain compe i i e ad an age. The esul s highligh he
impo ance o ha ing s a egies o e ain knowledge, main ain business pe o mance, and
d i e inno a ion.
Adm. Sci. 2025, 15, x FOR PEER REVIEW 3 o 18
in suppo ing knowledge ans e wi hin his unique Eu opean egion, highligh ing how
hese ools d i e inno a ion and sus ain compe i i e ad an age. The esul s highligh he
impo ance o ha ing s a egies o e ain knowledge, main ain business pe o mance, and
d i e inno a ion.
Figu e 1. Yea -on-yea a ia ion a es o he GDP (%). Sou ce: Eus a . Qua e ly economic accoun s.
Knowledge e en ion is in luenced by bo h ex e nal labo ma ke ac o s and in e nal
o ganiza ional dynamics (Ma ins & Meye , 2012). One majo challenge is a ac ing alen
(Whysall e al., 2019), as i now akes much mo e ime and effo o ind candida es wi h
he igh p o iles (
Adeosun & Ohiani, 2020
). Compounding his is he exponen ial inc ease
in s aff u no e , which makes alen e en ion e en mo e difficul (Ba is on e al., 2024).
The in eg a ion o digi al solu ions wi hin knowledge ans e p ocesses offe s a way o
mi iga e he challenges posed by u no e , c ea ing mo e esilien and adap able business
models (Ba is ella e al., 2016; Chen e al., 2024). This si ua ion ep esen s a signi ican
in es men o companies, as ime and esou ces a e equi ed o ain each new employee
(Rod íguez-Sánchez e al., 2020). Losing o ganiza ional knowledge due o s aff depa u es
esul s in a loss o compe i i eness (Massingham, 2018). In addi ion, he declining bi h
a e in wes e n coun ies u he sh inks he labo pool (Ce na & Czaika, 2016) , making
i ha de o ind he igh candida es (Kwok, 2022). A he same ime, new gene a ions a e
ans o ming he way hey pe cei e wo k (U ick e al., 2017), and o ganiza ions mus now
a ac pe sonnel h ough incen i es, build employee commi men , and e ain hem o en-
su e knowledge con inui y (Kossy a e al., 2024; Maheshwa i e al., 2017).
Re i emen p ocesses a e also accele a ing due o he aging wo k o ce, pa icula ly
in e ms o he baby boom gene a ion, which comp ises a la ge p opo ion o employees
(Bo eda & Me z, 2016). Since many om his gene a ion s ayed wi h he same company
h oughou hei ca ee s (Gue e o e al., 2021), o ganiza ions we e slow o pe cei e he
impending knowledge gap un il key employees began o e i e (Cox & O e bey, 2022). As
hese employees e i e, companies ind ha i al knowledge is los unless speci ic ans e
p ocesses a e implemen ed (Lissi sa & Lao , 2021; Bu meis e & Delle , 2016). The shi
owa d digi al ans o ma ion enables companies o add ess hese gene a ional changes
mo e effec i ely, es ablishing comp ehensi e knowledge ans e sys ems ha b idge he
gap le by e i ing expe s. To implemen hese p ocesses, i is essen ial o iden i y he key
posi ions and he speci ic knowledge needed o each ole (Le y, 2011). Howe e , mos
o ganiza ions ha e no conduc ed his iden i ica ion p ocess, complica ing effo s o build
effec i e knowledge e en ion s a egies (As a -ul-Haq & Anwa , 2016).
Figu e 1. Yea -on-yea a ia ion a es o he GDP (%). Sou ce: Eus a . Qua e ly economic accoun s.
Knowledge e en ion is in luenced by bo h ex e nal labo ma ke ac o s and in e nal
o ganiza ional dynamics (Ma ins & Meye ,2012). One majo challenge is a ac ing alen
(Whysall e al.,2019), as i now akes much mo e ime and e o o ind candida es wi h
he igh p o iles (Adeosun & Ohiani,2020). Compounding his is he exponen ial inc ease
in s a u no e , which makes alen e en ion e en mo e di icul (Ba is on e al.,2024).
The in eg a ion o digi al solu ions wi hin knowledge ans e p ocesses o e s a way o
mi iga e he challenges posed by u no e , c ea ing mo e esilien and adap able business
models (Ba is ella e al.,2016;Chen e al.,2024). This si ua ion ep esen s a signi ican
in es men o companies, as ime and esou ces a e equi ed o ain each new employee
(Rod íguez-Sánchez e al.,2020). Losing o ganiza ional knowledge due o s a depa u es
esul s in a loss o compe i i eness (Massingham,2018). In addi ion, he declining bi h
a e in wes e n coun ies u he sh inks he labo pool (Ce na & Czaika,2016), making
i ha de o ind he igh candida es (Kwok,2022). A he same ime, new gene a ions
a e ans o ming he way hey pe cei e wo k (U ick e al.,2017), and o ganiza ions mus
now a ac pe sonnel h ough incen i es, build employee commi men , and e ain hem o
ensu e knowledge con inui y (Kossy a e al.,2024;Maheshwa i e al.,2017).
Re i emen p ocesses a e also accele a ing due o he aging wo k o ce, pa icula ly
in e ms o he baby boom gene a ion, which comp ises a la ge p opo ion o employees
(Bo eda & Me z,2016). Since many om his gene a ion s ayed wi h he same company
h oughou hei ca ee s (Gue e o e al.,2021), o ganiza ions we e slow o pe cei e he
impending knowledge gap un il key employees began o e i e (Cox & O e bey,2022). As
hese employees e i e, companies ind ha i al knowledge is los unless speci ic ans e
p ocesses a e implemen ed (Lissi sa & Lao ,2021;Bu meis e & Delle ,2016). The shi
owa d digi al ans o ma ion enables companies o add ess hese gene a ional changes
mo e e ec i ely, es ablishing comp ehensi e knowledge ans e sys ems ha b idge he
gap le by e i ing expe s. To implemen hese p ocesses, i is essen ial o iden i y he key
posi ions and he speci ic knowledge needed o each ole (Le y,2011). Howe e , mos
o ganiza ions ha e no conduc ed his iden i ica ion p ocess, complica ing e o s o build
e ec i e knowledge e en ion s a egies (As a -ul-Haq & Anwa ,2016).
Adm. Sci. 2025,15, 40 4 o 17
Knowledge e en ion is c ucial o companies, no only because a lack o ans e
p o ocols a ec s sho - e m e iciency (Cas ellano e al.,2017) bu also because i in luences
long- e m compe i i eness (La illa e al.,2018). The absence o p o ocols also hampe s
employee pe o mance, as hey lack clea guidelines o hei oles (Singh e al.,2021).
Addi ionally, wi hou s uc u ed p ocedu es o iden i y key knowledge and posi ions,
companies lose hei abili y o inno a e and main ain a compe i i e edge (Ganguly e al.,
2019). Digi al ans o ma ion has become a cen al componen o hese p o ocols, enhancing
no only e iciency bu also acili a ing he de elopmen o adap i e and inno a i e business
models. Gi en he signi ican consequences o inadequa e knowledge e en ion p ocesses, i
is c ucial o conduc comp ehensi e esea ch on he knowledge ans e p ac ices in Basque
o ganiza ions. This s udy aims o assess whe he companies in he Basque Coun y ha e
add essed gene a ional hando e p ocesses and, i so, which p ocedu es hey a e using.
This esea ch p o ides aluable insigh s in o he cu en s a e o knowledge e en ion
s a egies and unde sco es he impo ance o applying such p ocedu es o long- e m
success. By in eg a ing digi al ans o ma ion insigh s, his s udy o e s a bluep in o
o ganiza ions aiming o enhance hei knowledge e en ion amewo ks, os e inno a ion,
and emain compe i i e. O ganiza ions ha ha e no ye implemen ed hese p ac ices
can use his analysis o ecognize hei impo ance, while hose ha ha e can use i o
benchma king. As he esul s e eal, mos o ganiza ions s ill lack e ec i e knowledge
e en ion p ocedu es.
2. Ma e ials and Me hods
2.1. Sample and Pa icipan s
The pa icipan s in his esea ch a e people in posi ions o esponsibili y (managemen
posi ions, middle managemen o eams o depa men s, and o he key posi ions) in com-
panies in he Au onomous Communi y o he Basque Coun y. In o al, he ques ionnai e
was sen o 253 people ( he in i ed sample) wi h esponsibili y posi ions in o ganiza ions
wi hin he Au onomous Communi y o he Basque Coun y (he eina e e e ed o as
he CAPV), ob aining a esponse a e o 66.4%. Responses which we e no comple ed in
ull we e disca ded. A single ques ionnai e was sen ou pe company, esul ing in a inal
sample o 168 manage s (pa icipa ing sample) om 168 companies in he CAPV.
As men ioned abo e, he e a e h ee undamen al easons o choosing he CAPV,
which, aken oge he , make his e i o y a singula case a he Eu opean le el: I is he
second highes - anking egion in Spain in e ms o GDP (Ins i u o Nacional de Es adís ica
(INE),2023); indus y plays a signi ican ole in i s economy, con ibu ing conside ably
o i s o e all economic s uc u e (Ins i u o Nacional de Es adís ica (INE),2023); and i is
ecognized as one o he mos p ominen inno a ion hubs, o en e e ed o as an ‘inno a ion
alley’ due o i s s ong ocus on echnological ad ancemen s and esea ch-d i en ini ia i es
(Eu opean Commission,2024).
The pa icipan p o ile is p ima ily ha o indi iduals holding manage ial posi ions
o leading a depa men o eam, whe e hei knowledge o he cus ome o he se ice
p o ided by he o ganiza ion is c ucial o he business.
The main demog aphic cha ac e is ics o he sample a e as ollows: (i) Gende : 54%
iden i y as emale, wi h he emainde iden i ying as male; (ii) Age: A o al o 1.8% a e
unde 25 yea s old, 11.9% a e be ween 26 and 35, 20.2% a e be ween 36 and 45, 32.7% a e
be ween 46 and 55, 32.1% a e be ween 56 and 65, and only 0.6% a e o e 66 yea s old;
(iii) Job posi ion: A o al o 61.3% hold manage ial oles, 26.8% a e in middle managemen ,
and he emaining 11.9% occupy o he key posi ions o esponsibili y.
Addi ionally, he da a show ha 3.6% o he pa icipan s ha e less han 5 yea s o
wo k expe ience, 22% ha e be ween 11 and 20 yea s, 32.1% ha e be ween 21 and 30 yea s,
Adm. Sci. 2025,15, 40 5 o 17
and 32.1% ha e mo e han 31 yea s o wo k expe ience. Rega ding hei enu e wi hin hei
o ganiza ions, 18.5% ha e been wi h hei o ganiza ion o less han 5 yea s, 17.3% o 5
o 10 yea s, 25.6% o 11 o 20 yea s, 22.6% o 21 o 30 yea s, and 16.1% o mo e han 31
yea s (Figu e 2).
Adm. Sci. 2025, 15, x FOR PEER REVIEW 5 o 18
hei o ganiza ions, 18.5% ha e been wi h hei o ganiza ion o less han 5 yea s, 17.3%
o 5 o 10 yea s, 25.6% o 11 o 20 yea s, 22.6% o 21 o 30 yea s, and 16.1% o mo e han
31 yea s (Figu e 2).
Figu e 2. Senio i y in he o ganiza ion. Sou ce: own elabo a ion.
Rega ding he size o he companies (Eu opean Commission, 2024), 29.2% o he pa -
icipan s wo k in small companies (<50 wo ke s), 26.8% wo k in medium-sized companies
(50–249 wo ke s), and 43.5% wo k in la ge companies (>250 wo ke s). In e ms o he sec-
o ac i i y o he companies pa icipa ing in his s udy, he e ogenei y can be obse ed:
cons uc ion (4.8%), indus y (30.4%), e ail and hospi ali y (3.0%), anspo and s o age
(3.0%), banking, inance and insu ance (3.0%), in o ma ion and communica ion (4.2%),
public adminis a ion (3.0%), educa ion (9.5%), heal hca e (1.8%), and o he s (36.3%) (Fig-
u e 3).
Figu e 3. Business ac i i y. Sou ce: own elabo a ion.
2.2. Measu emen Ins umen s
To conduc his esea ch, a ques ionnai e wi h a 65-i em Like scale was designed.
This scale consis s o wo pa s. The i s pa includes desc ip i e ques ions abou he
company (3 i ems), he exis ence o knowledge ans e and gene a ional hando e
18.5% 17.3%
25.6%
22.6%
16.1%
0
10
20
30
40
50
Less han 5 yea s Be ween 5 -10
yea s
Be ween 11 -20
yea s
Be ween 21 - 30
yea s
Mo e han 31
yea s
Senio i y on he o ganiza ion
4.8%
30.4%
3.0% 3.0% 4.2% 4.2% 3.0%
9.5%
1.8%
36.3%
0
10
20
30
40
50
60
70
Business ac i i y
Figu e 2. Senio i y in he o ganiza ion. Sou ce: own elabo a ion.
Rega ding he size o he companies (Eu opean Commission,2024), 29.2% o he
pa icipan s wo k in small companies (<50 wo ke s), 26.8% wo k in medium-sized com-
panies (50–249 wo ke s), and 43.5% wo k in la ge companies (>250 wo ke s). In e ms
o he sec o ac i i y o he companies pa icipa ing in his s udy, he e ogenei y can be
obse ed: cons uc ion (4.8%), indus y (30.4%), e ail and hospi ali y (3.0%), anspo and
s o age (3.0%), banking, inance and insu ance (3.0%), in o ma ion and communica ion
(4.2%), public adminis a ion (3.0%), educa ion (9.5%), heal hca e (1.8%), and o he s (36.3%)
(Figu e 3).
Adm. Sci. 2025, 15, x FOR PEER REVIEW 5 o 18
hei o ganiza ions, 18.5% ha e been wi h hei o ganiza ion o less han 5 yea s, 17.3%
o 5 o 10 yea s, 25.6% o 11 o 20 yea s, 22.6% o 21 o 30 yea s, and 16.1% o mo e han
31 yea s (Figu e 2).
Figu e 2. Senio i y in he o ganiza ion. Sou ce: own elabo a ion.
Rega ding he size o he companies (Eu opean Commission, 2024), 29.2% o he pa -
icipan s wo k in small companies (<50 wo ke s), 26.8% wo k in medium-sized companies
(50–249 wo ke s), and 43.5% wo k in la ge companies (>250 wo ke s). In e ms o he sec-
o ac i i y o he companies pa icipa ing in his s udy, he e ogenei y can be obse ed:
cons uc ion (4.8%), indus y (30.4%), e ail and hospi ali y (3.0%), anspo and s o age
(3.0%), banking, inance and insu ance (3.0%), in o ma ion and communica ion (4.2%),
public adminis a ion (3.0%), educa ion (9.5%), heal hca e (1.8%), and o he s (36.3%) (Fig-
u e 3).
Figu e 3. Business ac i i y. Sou ce: own elabo a ion.
2.2. Measu emen Ins umen s
To conduc his esea ch, a ques ionnai e wi h a 65-i em Like scale was designed.
This scale consis s o wo pa s. The i s pa includes desc ip i e ques ions abou he
company (3 i ems), he exis ence o knowledge ans e and gene a ional hando e
18.5% 17.3%
25.6%
22.6%
16.1%
0
10
20
30
40
50
Less han 5 yea s Be ween 5 -10
yea s
Be ween 11 -20
yea s
Be ween 21 - 30
yea s
Mo e han 31
yea s
Senio i y on he o ganiza ion
4.8%
30.4%
3.0% 3.0% 4.2% 4.2% 3.0%
9.5%
1.8%
36.3%
0
10
20
30
40
50
60
70
Business ac i i y
Figu e 3. Business ac i i y. Sou ce: own elabo a ion.
2.2. Measu emen Ins umen s
To conduc his esea ch, a ques ionnai e wi h a 65-i em Like scale was designed.
This scale consis s o wo pa s. The i s pa includes desc ip i e ques ions abou he
Adm. Sci. 2025,15, 40 6 o 17
company (3 i ems), he exis ence o knowledge ans e and gene a ional hando e p o o-
cols wi hin he company (10 i ems), and he cha ac e is ics o he job posi ion and du ies
o he esponden (5 i ems). The second pa add esses ques ions on o ganiza ional cul-
u e (9 i ems), o ganiza ional inno a ion (4 i ems), and compe i i e ad an age (5 i ems),
based on a s udy ca ied ou by Azeem e al. (2021). This ques ionnai e also measu es
knowledge-sha ing beha io (9 i ems), o ganiza ional s a egy (7 i ems), leade ship e ec-
i eness (5 i ems), business pe o mance (4 i ems), and job pe o mance (4 i ems) based on
a s udy conduc ed by Sonmez Caki and Adiguzel (2020). Addi ionally, ad hoc ques ions
ela ed o he exis ence o knowledge ans e p ocedu es and hei cha ac e is ics we e
asked.
To con i m and alida e ha he designed i ems accu a ely e lec ed he cons uc s and
dimensions unde analysis, an expe judgemen was applied. A panel o 13 specialis s was
con ened, including 4 academic p o esso s in o ganiza ional compe i i eness, 3 p o esso s
o o ganiza ional clima e, and 6 HR manage s wi h expe ience in managing gene a ional
hando e p ocesses. Based on he eedback ecei ed om he expe panel, necessa y ad-
jus men s we e made o he ques ionnai e i ems. Subsequen ly, a pilo s udy was conduc ed
o assess he beha io o he scale, which con i med he alidi y o his s udy’s dimensions.
Speci ically, he wo ding o he ques ions and esponses was alida ed o ensu e ha he e
we e no disc epancies in unde s anding among he pa icipan s.
2.3. The Da a Collec ion P ocedu e
The scale was dis ibu ed elec onically using a con enience sampling p ocedu e.
The esea che s con ac ed he Chambe s o Comme ce in each o he h ee p o inces in
he egion o dis ibu e he ques ionnai e among hei membe companies, as well as HR
expe s om a ious companies in he Au onomous Communi y o he Basque Coun y
(CAPV). The ques ionnai e was dis ibu ed be ween Feb ua y and June 2024. All o he
pa icipan s p o ided in o med consen be o e beginning he su ey. The da a collec ion
included in o ma ion on he exis ence and cha ac e is ics o bo h knowledge ans e and
gene a ional hando e p o ocols.
2.4. Resea ch Objec i es
The objec i es o his esea ch a e as ollows: (1) o analyze he exis ence o knowledge
ans e p ocedu es wi hin o ganiza ions and e alua e whe he hey a e used o e ain
knowledge; (2) o in es iga e whe he app op ia e gene a ional hando e p ocesses exis
in companies and whe he hey a e conside ed a p io i y; (3) o assess he cha ac e is ics o
knowledge ans e p ocesses, iden i ying he ype o knowledge ha is codi ied and he
ime dedica ed o hese p ocesses; (4) o desc ibe how hese knowledge e en ion p ocesses
a e u ilized wi hin o ganiza ions; and (5) o examine whe he he e a e di e ences in
knowledge ans e beha io s based on he size o he o ganiza ion.
3. Resul s
Rega ding he analysis o he exis ence o knowledge ans e p ocedu es, o mal
p o ocols we e la gely absen . Speci ically, 59.5% o he esponden s belie e ha hei
companies lack hese p o ocols, while only 40.5% belie e hey exis (see Figu e 4).
Among he o ganiza ions ha do ha e knowledge ans e p ocedu es, he pa ici-
pan s pe cei e hese p ocesses as e ec i e in p e en ing knowledge loss. In o he wo ds,
hey conside he s a egies applied wi hin hei o ganiza ion o be e icien (Figu e 5).
This highligh s he impo ance o he usage o knowledge ans e p ocedu es wi hin
o ganiza ions o p ese e knowledge.
Adm. Sci. 2025,15, 40 7 o 17
Adm. Sci. 2025, 15, x FOR PEER REVIEW 7 o 18
Figu e 4. Exis ence o knowledge ans e p ocedu es. Sou ce: own elabo a ion.
Among he o ganiza ions ha do ha e knowledge ans e p ocedu es, he pa ici-
pan s pe cei e hese p ocesses as effec i e in p e en ing knowledge loss. In o he wo ds,
hey conside he s a egies applied wi hin hei o ganiza ion o be efficien (Figu e 5).
This highligh s he impo ance o he usage o knowledge ans e p ocedu es wi hin o -
ganiza ions o p ese e knowledge.
Figu e 5. Exis ence o knowledge ans e p ocedu es o a oid knowledge loss. Sou ce: own elabo-
a ion.
The e o e, ega ding he analysis o he exis ence o knowledge ans e p ocedu es
wi hin he o ganiza ions, i can be concluded ha he majo i y o hese companies lack
o mal knowledge ans e p o ocols; howe e , when such p o ocols do exis , hey a e
pe cei ed as efficien . Thus, he companies ha apply knowledge ans e p o ocols pe -
cei e an imp o emen in main aining knowledge wi hin o ganiza ions, a oiding
knowledge loss be ween employees.
On he o he hand, 69.6% o he sample belie es ha hei o ganiza ion does no ha e
adequa e gene a ional hando e p ocesses o knowledge ans e , while he emaining
40.5%
59.5%
Exis ence o knowledge ans e p ocedu es
Yes No
73.8%
26.2%
Exis ance o knowledge ans e p ocedu es o a oid knowledge loss
Yes No
Figu e 4. Exis ence o knowledge ans e p ocedu es. Sou ce: own elabo a ion.
Adm. Sci. 2025, 15, x FOR PEER REVIEW 7 o 18
Figu e 4. Exis ence o knowledge ans e p ocedu es. Sou ce: own elabo a ion.
Among he o ganiza ions ha do ha e knowledge ans e p ocedu es, he pa ici-
pan s pe cei e hese p ocesses as effec i e in p e en ing knowledge loss. In o he wo ds,
hey conside he s a egies applied wi hin hei o ganiza ion o be efficien (Figu e 5).
This highligh s he impo ance o he usage o knowledge ans e p ocedu es wi hin o -
ganiza ions o p ese e knowledge.
Figu e 5. Exis ence o knowledge ans e p ocedu es o a oid knowledge loss. Sou ce: own elabo-
a ion.
The e o e, ega ding he analysis o he exis ence o knowledge ans e p ocedu es
wi hin he o ganiza ions, i can be concluded ha he majo i y o hese companies lack
o mal knowledge ans e p o ocols; howe e , when such p o ocols do exis , hey a e
pe cei ed as efficien . Thus, he companies ha apply knowledge ans e p o ocols pe -
cei e an imp o emen in main aining knowledge wi hin o ganiza ions, a oiding
knowledge loss be ween employees.
On he o he hand, 69.6% o he sample belie es ha hei o ganiza ion does no ha e
adequa e gene a ional hando e p ocesses o knowledge ans e , while he emaining
40.5%
59.5%
Exis ence o knowledge ans e p ocedu es
Yes No
73.8%
26.2%
Exis ance o knowledge ans e p ocedu es o a oid knowledge loss
Yes No
Figu e 5. Exis ence o knowledge ans e p ocedu es o a oid knowledge loss. Sou ce: own
elabo a ion.
The e o e, ega ding he analysis o he exis ence o knowledge ans e p ocedu es
wi hin he o ganiza ions, i can be concluded ha he majo i y o hese companies lack
o mal knowledge ans e p o ocols; howe e , when such p o ocols do exis , hey a e pe -
cei ed as e icien . Thus, he companies ha apply knowledge ans e p o ocols pe cei e
an imp o emen in main aining knowledge wi hin o ganiza ions, a oiding knowledge loss
be ween employees.
On he o he hand, 69.6% o he sample belie es ha hei o ganiza ion does no ha e
adequa e gene a ional hando e p ocesses o knowledge ans e , while he emaining
30.4% con i m he exis ence o such p o ocols o gene a ional hando e (Figu e 6). These
esul s gi e an o e iew o wha he si ua ion is o he sample’s o ganiza ions in e ms o
he applica ion o gene a ional hando e p o ocols. Linking he p e ious li e a u e, i is
Adm. Sci. 2025,15, 40 8 o 17
possible o s a e ha he majo i y o he o ganiza ions do no apply his kind o p o ocols,
and he e o e, hey s uggle o main ain o ganiza ional knowledge.
Adm. Sci. 2025, 15, x FOR PEER REVIEW 8 o 18
30.4% con i m he exis ence o such p o ocols o gene a ional hando e (Figu e 6). These
esul s gi e an o e iew o wha he si ua ion is o he sample’s o ganiza ions in e ms
o he applica ion o gene a ional hando e p o ocols. Linking he p e ious li e a u e, i
is possible o s a e ha he majo i y o he o ganiza ions do no apply his kind o p o o-
cols, and he e o e, hey s uggle o main ain o ganiza ional knowledge.
Figu e 6. Exis ence o gene a ion hando e p o ocols. Sou ce: own elabo a ion.
Fu he mo e, he majo i y o he pa icipan s (76.8%) conside gene a ional hando e
o be a high o e y high p io i y o hei o ganiza ions. Only 23.2% o he sample belie es
ha his p ocess should no be conside ed a p io i y wi hin hei company (Figu e 7).
Figu e 7. Gene a ional hando e as a p io i y. Sou ce: own elabo a ion.
Thus, ega ding he exis ence o adequa e gene a ional hando e p ocesses in o gan-
iza ions, i can be concluded ha in he analyzed sample, he majo i y o he pa icipan s
30.4%
69.6%
Exis ence o gene al ion hando e p o ocols
Yes No
23.2%
34.5%
42.3%
0
10
20
30
40
50
60
70
80
Low p io i y Neu al High p io i y
Gene a ional hando e as a p io i y
Figu e 6. Exis ence o gene a ion hando e p o ocols. Sou ce: own elabo a ion.
Fu he mo e, he majo i y o he pa icipan s (76.8%) conside gene a ional hando e
o be a high o e y high p io i y o hei o ganiza ions. Only 23.2% o he sample belie es
ha his p ocess should no be conside ed a p io i y wi hin hei company (Figu e 7).
Adm. Sci. 2025, 15, x FOR PEER REVIEW 8 o 18
30.4% con i m he exis ence o such p o ocols o gene a ional hando e (Figu e 6). These
esul s gi e an o e iew o wha he si ua ion is o he sample’s o ganiza ions in e ms
o he applica ion o gene a ional hando e p o ocols. Linking he p e ious li e a u e, i
is possible o s a e ha he majo i y o he o ganiza ions do no apply his kind o p o o-
cols, and he e o e, hey s uggle o main ain o ganiza ional knowledge.
Figu e 6. Exis ence o gene a ion hando e p o ocols. Sou ce: own elabo a ion.
Fu he mo e, he majo i y o he pa icipan s (76.8%) conside gene a ional hando e
o be a high o e y high p io i y o hei o ganiza ions. Only 23.2% o he sample belie es
ha his p ocess should no be conside ed a p io i y wi hin hei company (Figu e 7).
Figu e 7. Gene a ional hando e as a p io i y. Sou ce: own elabo a ion.
Thus, ega ding he exis ence o adequa e gene a ional hando e p ocesses in o gan-
iza ions, i can be concluded ha in he analyzed sample, he majo i y o he pa icipan s
30.4%
69.6%
Exis ence o gene al ion hando e p o ocols
Yes No
23.2%
34.5%
42.3%
0
10
20
30
40
50
60
70
80
Low p io i y Neu al High p io i y
Gene a ional hando e as a p io i y
Figu e 7. Gene a ional hando e as a p io i y. Sou ce: own elabo a ion.
Thus, ega ding he exis ence o adequa e gene a ional hando e p ocesses in o gani-
za ions, i can be concluded ha in he analyzed sample, he majo i y o he pa icipan s
conside gene a ional hando e p ocesses o be undamen al (highly o e y highly p i-
Adm. Sci. 2025,15, 40 15 o 17
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