Introduction:
Organizations face a growing risk of knowledge crash and corporate amnesia as experienced employees retire and digital-native cohorts enter the workforce. Digital Knowledge-Transfer Platforms (DKTPs) were designed to prevent such loss, yet many workplaces still struggle to sustain knowledge flow across generations. This paradox—technology abundance coexisting with fragmented learning—poses a central puzzle: why do digital systems fail to ensure seamless intergenerational knowledge transfer?


Purpose:
This study examines how generational identity shapes digital knowledge-transfer behavior in organizations. It identifies cohort-specific enablers, barriers, and outcomes related to learning and innovation, and reframes intergenerational knowledge transfer as a joint technological and psychosocial alignment challenge.


Method:
A Systematic Literature Review (SLR) following PRISMA 2020 guidelines synthesized 77 peer-reviewed studies (2007-2024) from Scopus and Web of Science. Qualitative synthesis and thematic analysis were used to map adoption, engagement, and outcomes across Generations X, Y, and Z.


Results:
Three orientations emerged: Gen Z (prefigurative, experiential), Millennials (socially engaged), and Gen X (cautious, utility-driven). Formal systems enable explicit online sharing, while trust-based climates foster tacit offline exchange. The strongest inhibitor is psychosocial—older employees' reluctance to seek knowledge from younger peers. Effective intergenerational engagement enhances innovative work behavior and learning continuity.


Conclusions:
IGKT is heterogeneous, shaped by intertwined technological and relational dynamics. Leaders should integrate formal capture mechanisms with climates of trust and reciprocal learning.


Originality / Value:
By integrating organizational-psychology and information-management perspectives, this review reframes digital knowledge transfer as a generationally inclusive process vital for sustaining innovation and preventing corporate amnesia.