International Research Journal of Education and Technology

In an era characterized by rapid demographic shifts, the Great Resignation, and an accelerating pace of retirement among tenured experts, organizations face a critical threat: the erosion of their institutional memory. This "bone" of the organization—the tacit knowledge, nuanced decision-making heuristics, and informal networks held by experienced employees—is at risk of being lost. This paper investigates the phenomenon of knowledge attrition due to workforce turnover. It argues that traditional knowledge management (KM) systems, often focused on explicit data capture, are insufficient for "salvaging" this tacit core. Through a synthesis of literature and a proposed mixed-methods case study approach, this paper develops a framework for proactive institutional memory preservation. The core "area to be worked" is the design of integrated strategies that combine technology-enabled capture, structured social interaction (mentorship, communities of practice), and a supportive cultural architecture. The findings aim to provide organizational leaders with a actionable blueprint for transforming potential vulnerability into strategic resilience.

Keywords: Institutional Memory, Tacit Knowledge, Knowledge Management, Workforce Turnover, Mentorship, Succession Planning, Organizational Learning.