Abstract
Purpose. The purpose of this quantitative study was to determine the degree of importance of Liebowitz's (2009) knowledge management strategies model to support the attraction and retention of talent, as perceived by human resource (HR) leaders and strategic business partners in the warehousing/logistics industries located in the Inland Empire region of Southern California, as measured by the Liebowitz and Chen (2001) Knowledge Sharing Effectiveness Inventory Questionnaire. Another purpose of this study was to determine whether there was a significant difference in the degree of importance of the knowledge management strategies model to support the attraction and retention of talent, as perceived by (a) HR leaders and (b) strategic business partners in warehousing/logistics industries located in the Inland Empire region of Southern California, as measured by the Liebowitz and Chen Knowledge Sharing Effectiveness Inventory Questionnaire.Theoretical Framework. The theoretical foundation for this study was based on knowledge management and determined by Liebowitz's (2009) knowledge retention framework, as measured by the Liebowitz and Chen (2001) Knowledge Sharing Effectiveness Inventory Questionnaire.Methodology. The design of this study supported descriptive and ex post facto methods for survey research, along with an independent-samples t test. HR leaders and strategic business partners in the Inland Empire were invited to participate in this study. The design of the research was selected to determine whether knowledge management practices supported the attraction and retention of talent. The Knowledge Sharing Effectiveness Inventory Questionnaire instrument was used to survey the HR leaders and warehouse/logistics leaders.Findings. Though the differences are not statistically significant, mean score differences exist between the degree of importance of the knowledge management strategies.Conclusions and Recommendations. This study looked into knowledge management strategies that could help the organization gain competitive advantage. Some recommended areas of focus would fall under the knowledge retention arena: Foster a learning environment through shared engaged practices, create a professional knowledge center, and create a teaming environment to transfer knowledge.