The Graying of the Oil and Gas Industry in the United States: Knowledge Transfer Perceptions and Experiences in a Multigenerational Workforce

Abstract

Knowledge transfer is an important component of corporate sustainability in the oil and gas industry that has often been overlooked and undervalued. Transferring knowledge in a multigenerational workforce is impactful for the corporation and the employees who encompass the workforce creating the culture. This qualitative study was designed to examine both perceptions and experiences of employees in the oil and gas industry and discover (a) how knowledge possessed by Baby Boomers is being transferred to future generations and (b) what interventions by organizations enable and encourage the knowledge transfer process that creates a knowledge transfer culture. The research questions that guided the study were the following: (1) What are employees’ perceptions of knowledge transfer within the oil and gas industry? (2) What interventions have workers in the oil and gas industry experienced that enable and encourage generations to facilitate the knowledge transfer process? and (3) What recommendations do workers in the oil and gas industry have for maintaining and advancing a knowledge transfer culture? The participants for this qualitative study included 16 participants from three generations prevalent in the workforce and from all business segments that encompass the oil and gas industry. Networking and purposive sampling were used to obtain data for this study. Each of the 16 participants were individually interviewed utilizing an interview guide with semi-structured interview questions for consistency. The findings of this study revealed the shared experiences and perceptions of employees working in the oil and gas industry. Their views of what gives their organizations a competitive advantage are presented. In addition, the research participants provided their knowledge transfer experiences and discussed what interventions, if any, their organizations are implementing to combat the aging workforce. Participants also explored why employees are reluctant to share knowledge. Last, observations about how organizations within the oil and gas space can create knowledge transfer processes and develop a culture of knowledge transfer utilizing both monetary and non-monetary incentives are presented. Based on the findings, recommendations for both practice and future research are offered.