Retention of knowledge within the private sector organizations in the Kingdom of Saudi Arabia

This paper presents a brief literature review of knowledge and explores the role of Knowledge Management (KM) and Human Resources Management (HRM) both in sustaining Intellectual Capital (IC) within an organisation, particularly in the context of Nitaqat Program in Kingdom of Saudi Arabia (KSA). Based on the literature review, it argues that a new worker could be transformed to a knowledge-worker if appropriate transition processes were in place for knowledge retention and capture from an out-going employee. This paper presents the findings from the interviews undertaken with both local and non-local employees in the private sector in KSA and reviews the impact of Nitaqat Program resulting in knowledge sharing and management of sticky knowledge between non-local employees leaving the companies and local employees taking their positions.