Organizational Memory: an Approach from Knowledge Management and Quality Management of Organizational Learning Perspectives (original) (raw)
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Linking knowledge management, organizational learning and memory
Journal of Innovation & Knowledge, 2020
The objective of this research is to understand the link and evolution between the concepts of knowledge management, organizational learning and memory. Seeking a better clarification of concepts, discussing them in the theoretical field, understanding their evolution in the last decades. A systematic literature review was developed by synthesizing concepts. From two databases, a total of 2511 scientific articles between 1960 and 2017 were analyzed, divided into two studies. Organizational learning is seen as a dynamic process based on knowledge and is translated through various levels of activity. The ability of an organization to use and leverage the knowledge is heavily dependent on its Human Resources, which are effectively who creates, shares and uses that knowledge. Knowledge management is seen as the management of the processes of creation, storage, access, and dissemination of the intellectual resources of an organization. Organizations must consider your main objective as increasing the capacity of individuals and organizational knowledge enhancers. Managers should pay special attention to the more general knowledge associated with the context of the firm, as it supports the introduction of various types of innovation. Knowledge can be encouraged by a set of collaborative practices of HRM. We can consider organizational learning as a process and organizational memory as the corresponding output. Thus, establishing the relationship that the organizational memory is a consequence of organizational learning. Key concepts that can be used in the new future research are summarized, highlighting its application and diagnosis for organizations, fomenting the strategic decision-making.
Building conceptual relations between organizational learning, knowledge, and memory
2012
Given the fragmentation in literature concerning organizational memory, coupled with the need for a greater understanding of how learning and knowledge are embedded in organizations and how they are retrieved, this paper aims to analyze some conceptual relations between organizational learning, knowledge and memory. A conceptual framework is developed and is represented by four propositions. Learning processes develop into new organizational knowledge, which is then stored in different repositories. Organizational knowledge, a product of organizational learning, is an integral part of the organizational memory. Therefore it is possible to use the same measures to analyze both institutional knowledge and organizational memory. The feedback and feedforward flow of learning are constituted and constitutive of organizational memory. We believe that a conceptual framework of this nature may be of great help both in building a unified theoretical framework on organizational memory and in conceiving organizational memory systems in real organizations.
A Literature Review on Organizational Memory from 1991 to 2021
Proceedings of the ... International Management Conference, 2023
Organizational memory has been found among the organization's characteristics outlined through organizational learning and knowledge management literature in the last three decades. The purpose of this paper is to reveal the nature, the place, and the role of the organizational memory from an examination of the literature starting with the year 1991, when Walsh and Ungson published, in a reference work for researchers, the first major contribution to the development of the concept. Our analysis has found 213 papers that from their title appeared to be dedicated to the study of the organizational memory, revealing three approaches towards the definition of the memory: based on the content, the structure, or hybrid (content and structure).
International Business Research, 2012
Today, organizations and corporations are coming to view their current and generated knowledge as the main capital and attempt to collect and retain such knowledge. Especially by geographical expansion of the organizations and utilizing computerized networks and distributed databases, the role of knowledge management is more crucial than ever. Unfortunately, a major part of organizational implicit knowledge, as its most important type of knowledge, is lost or neglected gradually due to lack of necessary attention and proper storage. To alleviate such problems, organizational memory systems have been introduced as active computerized systems to organize current knowledge in organizations through active and informed collecting, retaining and redistributing it among the right people at the right time. The present study aims at investigating the relationship between organizational memory and organizational learning among employees of public organizations in Kerman. The population consists of all the 3119 employees of public organizations in Kerman. To acquire the sample, stratified systematic sampling method and Cochran formula were applied and 342 employees were selected. To analyze the data, descriptive and referential statistical methods as well as Spearman test were utilized. The instruments included Organizational memory and organizational learning standard questionnaires. Research findings indicated that there is a significant relationship between organizational memory and organizational learning.
2019
The overall objective of the research is to analyze the impact of Organizational Memory (OM) on Organizational Performance (OP). The research community consists of all employees at the industrial companies in Sadat City. Due to time and cost constraints, the researcher relied on the sampling method to collect data for the study. The appropriate statistical methods were used to analyze the data and test the hypotheses.The research has reached a number of results; the most important of which are: (1) the general average of the OM is fairly high. Management as a dimension of OM ranked first, followed by technological OM, while marketing OM ranked third, (2) the overall average of the OP is high. The administrative as one of the dimensions of OP ranked first. This is followed by a marketing OM, (3) there is a significant relationship between OM and OP at the industrial companies in Sadat City. The study referred to a number of recommendations; the most important of which are: (1) attention of officials at the industrial companies towards OM. This can be achieved through the formation of information bases that can be in their data bases and that there is an easy access to, (2) attention of officials towards maintaining OM. This can be done through knowledge management, since properly managing knowledge contributes to improved OP, and OM is the basis of organizational structure, (3) the need to direct the attention of officials towards the use of knowledge in improving OP through the OM of technological, administrative, and marketing, (4) The necessity of conducting many researches and studies on the economic, technical and administrative feasibility of OM systems and their application in addition to the need to conduct research and studies on the OM, in order to make comparisons between them so that the distinguished ones can be identified and set as role models applied to these companies, (5) the need to provide advanced technological infrastructure as one of the necessary requirements in the knowledge age, (6) the need to design effective systems of OM, and must identify and overcome the problems, and the transformation of the challenges facing the opportunities to be exploited in the future from the broad understanding of the advantages and the effective and vital role in these companies, (7) providing the requirements of the process of knowledge sharing, especially with regard to the process of training workers and teams, as this has positive effects on the efficiency of performance in these companies, (8) the need for different departments and decision makers to identify the obstacles to the application of the effective participation of knowledge and working to reduce them, achieve their objectives and strengthen their competitive position in these companies; (9) the need to activate the process of knowledge sharing among employees, (10) the need to understand the various interpretations based on knowledge, as this reflects the impact on the adoption of concepts and methods of sharing knowledge to achieve high performance levels.
Organizational Learning as a Key Role of Organizational Success
Knowledge is a critical source for various organizations in recent years within competitive context of business. Organizational learning as a strategic tool has been proposed in the field of modern management for gaining competitive advantage and stabilizing organizational success. The aim of learning is not only enhancing employee's knowledge and skills but also developing and growth of the organization and building flexible dynamic learning organization. Given the strategic role of organizational learning in establishing knowledge management and promoting the main goals of organization, the present paper attempted to review the representative literature pertinent to learning, organizational learning, its main objectives, barriers, and benefits. Finally, this study presented a new perspective to today's organizational managers to enhance their organizations 'efficiency.
36th Annual Hawaii International Conference on System Sciences, 2003. Proceedings of the, 2003
The Task Force on Organizational Memory presented a report at the Hawaii International Conference for System Sciences in January 1998. The report included perspectives on knowledge-oriented research, conceptual models for organizational memory, and research methodologies for researchers considering work in organizational memory. This paper builds on the ideas originally presented in the 1998 report by examining research presented at HICSS in the general areas of knowledge management, organizational memory and organizational learning in the five years since the original task force report.