Talent Retention and Knowledge Management Practices in Large Construction Firms

Large construction firms operate in highly dynamic, complex, and project-based environments in which the loss of specialized human resources leads directly to the erosion of tacit knowledge and a measurable decline in project performance. This article examines how integrating talent retention practices with knowledge management mechanisms can strengthen organizational capabilities and enhance long-term workforce stability. The study aims to identify the key determinants influencing the motivation and continuity of expert personnel, evaluate the effectiveness of knowledge-creation and knowledge-sharing structures, and analyze how these two domains reinforce one another within large construction organizations. Using a structured review of international and regional studies, the research adopts a multi-stage analytical method to synthesize theoretical foundations, empirical findings, and emerging managerial trends. The results show that sustainable retention of specialists depends not only on compensation systems but also on career development pathways, learning opportunities, organizational justice, and the institutionalization of tacit knowledge transfer across projects. Furthermore, the evidence indicates that the alignment of talent management policies with knowledge management processes increases employee engagement, reduces turnover intention, and improves project outcomes. The study ultimately highlights the need for integrated, knowledge-driven human capital strategies in large construction firms.

کلیدواژه ها:

Talent retention ، knowledge management ، construction firms ، tacit knowledge ، project-based organizations ، human capital development