Here, a survey of European firms indicated a 13% loss of revenues when only one key employee was no longer present. The study also cites related queries to the topic, and includes a survey conducted by KPMG Management Consulting (1988) which provides an alternative outcome to the one found by the researchers in the more recent findings. The actual job ‘function’ may be discussed, but content forged through the productive process might not be available for, or benefit from ‘team collaboration’ as technical capacity in certain areas may not be syncopatic. Other environments where highly skilled thought processes are employed toward precision that might require alternative cultivation and creativity, introduction of explicit and tacit flows of knowledge might not render an accurate picture, as knowledge may be incorporated quite explicitly, but not always by way of colleague communications. From the position of an accountant, this might not be true, but in the context of organizational teams, where horizontal activities are abundant, as in the manufacturing setting of a small business, delineation between employees may be difficult with exception of actual productivity accorded to line timing and distribution of goods. The complexity of studying IE is drawn into focus here: how many times an employee makes themselves indispensible has much to do with psychological impressions, rather than real accountability. The parameters of loss within the discussion on the topic, point to emotive rather than skill level however, which indicates that capitalization on sports figures in general is one based in celebrity and derivative revenues related to their status as trademarked commodities, rather than actual productivity in each instance. A polestar for characterization of the IE, professional players are often denoted as virtual ‘needle in haystack’ from a recruitment perspective. The article commences with an anecdotal recuperation of common assumptions within organizational theories. Somewhat surprising is the loss of the IE, had little impact on the firm’s productivity despite the assumption that that the formerly considered ‘indispensible’ factor in the equation. Explicit knowledge inflows were not significant to the outcome of the study. The hypothesis that explicit and tacit knowledge outflows to coworkers were greater amongst the IE population than the RE, with tacit knowledge inflows marginally greater for RE than IE proved correct. The focus of the study describes the impact of indispensible employee (IE) and the control group of replacement employees (RE) who took over during sick leaves from the workplace. The article is dissemination of the findings in a real-time longitudinal survey and interview data dedicated to assessment of explicit and tacit knowledge flows in a small manufacturing business. Journal of Applied Behavioral Science 39 208. Coping with the Sudden Loss of an Indispensable Employee: an exploratory case study. Relation of Global Warming and Extreme Weather Condition
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