A Conceptual Model of Knowledge Retention in the Nuclear Industry: A Human Capital Management Approach

Abstract

This study aimed to develop a conceptual model of knowledge retention in Iran’s nuclear industry from a human capital management perspective by identifying its causal conditions, central phenomenon, strategies, contextual and intervening conditions, and consequences. This applied-developmental study was conducted within an interpretivist paradigm using a qualitative, exploratory, cross-sectional design and a systematic grounded theory strategy. Participants consisted of experts in knowledge management, human resource management, relevant business fields, and managers associated with Iran’s nuclear industry. Participants were selected through purposive and snowball sampling, and data collection continued until theoretical saturation was achieved with 10 experts. Data were collected through semi-structured interviews lasting approximately 30–45 minutes. The interviews were analyzed according to the Strauss and Corbin grounded theory approach through open, axial, and selective coding using MAXQDA software. Coding reliability was also evaluated through intra-subject agreement among coders, yielding an agreement coefficient of 0.79. Analysis generated 212 open codes and resulted in a paradigmatic model of knowledge retention. The causal conditions comprised systematic knowledge and the deliberate selection and application of knowledge. The central phenomenon consisted of the retention of human and non-human knowledge. The principal strategies involved developing a culture of knowledge retention and preventing knowledge loss, together with promoting participatory and synergistic approaches. Contextual conditions included a system for retaining knowledge-based human resources and a dynamic knowledge-oriented human resource system. Intervening conditions comprised environmental and organizational issues and supervisory and managerial structures. The identified consequences encompassed the development and advancement of efficient, knowledge-based human capital as well as strengthening national authority and improving the status and capabilities of strategic infrastructure industries. Knowledge retention in the nuclear industry is a multidimensional organizational process that extends beyond documentation and knowledge storage. Its effective implementation requires the integration of knowledge management with human capital management through expert retention, succession planning, competency development, incentive systems, experience transfer, participatory mechanisms, and supportive organizational infrastructures. The proposed model provides a systematic framework for reducing knowledge loss, strengthening institutional memory, sustaining critical expertise, and supporting long-term organizational and national capabilities in the nuclear industry.