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Organizational Memory (organizational + memory)
Selected AbstractsBUREAUCRACIES REMEMBER, POST-BUREAUCRATIC ORGANIZATIONS FORGET?PUBLIC ADMINISTRATION, Issue 2 2009CHRISTOPHER POLLITT The paper examines the hypothesis that post-bureaucratic forms of organization perform less well than traditional bureaucracies with respect both to organizational memory and learning from experience. First, the paper discusses the meanings of the main terms and concepts to be used in the argument, and delimits its domain. Second, it identifies a series of mechanisms that are likely to bring about memory loss. Third, it examines the empirical literature in search of evidence to confirm or disconfirm the existence and effects of these mechanisms. Fourth, it reflects on its own limitations. Finally, it sets out some broad conclusions concerning the state of organizational memories in the public sector. The aim is to develop new theory, identify relevant generative mechanisms, set this model alongside such evidence as is available, and suggest lines for further research. The new men of the Empire are the ones who believe in fresh starts, new chapters, clean pages; I struggle on with the old story, hoping that, before it is finished, it will reveal to me why it was that I thought it worth the trouble. (J. M. Coetzee, Waiting for the Barbarians, 1980, p. 26) [source] Organizational learning as an organization development intervention in six high-technology firms in Taiwan: An exploratory case studyHUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 2 2007Bella Ya-Hui Lien Organizational learning (OL) is about how individuals collect, absorb, and transform information into organizational memory and knowledge. This case study explored how six high-technology firms in Taiwan chose OL as an organization development intervention strategy. Issues included how best to implement OL; how individuals, teams, and organizations learn; and the extent to which OL activities contributed to organizational performance. Five themes emerged as findings: (1) using language with which employees are familiar, (2) implementing OL concepts that are congruent with employees' work or personal life, (3) putting individual learning first and diffusing it to team learning and organizational learning, (4) using the knowledge management system to create an opportunity for individuals, teams, and the organization to learn, and (5) linking OL to organizational strategy to improve organizational performance. [source] The learning organization information system (LOIS): looking for the next generationINFORMATION SYSTEMS JOURNAL, Issue 1 2001Adrian Williamson Abstract. This paper explores the notion that the next generation of information systems will focus on supporting organizational learning. The paper suggests that the increasingly successful automation of procedural work will lead to pressure on organizations to improve performance through enhanced support for knowledge work. A set of outline requirements for the learning organization information system (LOIS) is then proposed using recent research findings from computer supported co-operative working and organizational learning. The computerized on-line journal from this research is described. This journal provides transparent capture of episodes of work and it is argued that the general principles established could support LOIS by helping to provide a richly defined organizational memory. The journal supports collaborative working through the use of groupware, which manages the sharing of, and learning from, journal contents. This can facilitate the retention of not only data and information, but also the inquiry process that produced them. The paper concludes that LOIS will be a self-organizing system, focussing on knowledge work, learning and using advanced technologies drawn from ubiquitous computing. A view of a system that moves towards this aim is presented. Future topics for research are identified, and a natural language approach to knowledge asset management is discussed briefly. In closing, it is argued that LOIS is an important future vision for organizations operating in the information age. [source] A new look at telecommuting and teleworkingJOURNAL OF CORPORATE ACCOUNTING & FINANCE, Issue 5 2009Cecily Raiborn Remember telecommuting? During the current economic crisis, many companies are taking a new look at letting employees work at home, using a PC to connect to company data. Although layoffs are becoming commonplace, companies must keep an eye on the future by retaining those employees who are keys to business success and hold organizational memory. Also, laying off too many employees will increase future training costs when the economy rebounds. Telecommuting (and the broader concept, teleworking) is one way to balance the need to cut costs while retaining talented people. But there is also a downside to this practice, and the authors take an honest look at both the pros and cons. © 2009 Wiley Periodicals, Inc. [source] Memory Systems In Organizations: An Empirical Investigation Of Mechanisms For Knowledge Collection, Storage And AccessJOURNAL OF MANAGEMENT STUDIES, Issue 6 2000Fernando Olivera This research examines the concept of organizational memory in the context of multi-unit organizations. It addresses the question: how do organizations collect, store and provide access to their experiential knowledge? I develop a framework for organizational memory in geographically distributed settings based on the concept of organizational memory systems and empirically assess the usefulness of this framework in the context of a multinational, business consulting organization. Multiple memory systems were identified, including social networks, knowledge centers and various computer-based systems. I present and discuss findings with respect to the characteristics and perceived effectiveness of these memory systems. [source] BUREAUCRACIES REMEMBER, POST-BUREAUCRATIC ORGANIZATIONS FORGET?PUBLIC ADMINISTRATION, Issue 2 2009CHRISTOPHER POLLITT The paper examines the hypothesis that post-bureaucratic forms of organization perform less well than traditional bureaucracies with respect both to organizational memory and learning from experience. First, the paper discusses the meanings of the main terms and concepts to be used in the argument, and delimits its domain. Second, it identifies a series of mechanisms that are likely to bring about memory loss. Third, it examines the empirical literature in search of evidence to confirm or disconfirm the existence and effects of these mechanisms. Fourth, it reflects on its own limitations. Finally, it sets out some broad conclusions concerning the state of organizational memories in the public sector. The aim is to develop new theory, identify relevant generative mechanisms, set this model alongside such evidence as is available, and suggest lines for further research. The new men of the Empire are the ones who believe in fresh starts, new chapters, clean pages; I struggle on with the old story, hoping that, before it is finished, it will reveal to me why it was that I thought it worth the trouble. (J. M. Coetzee, Waiting for the Barbarians, 1980, p. 26) [source] The Architecture Improvement Method: cost management and systemic learning about strategic product architecturesR & D MANAGEMENT, Issue 5 2007Petra C. De Weerd-Nederhof The architecture improvement method (AIM) is a method for multidisciplinary product architecture improvement, addressing uncertainty and complexity and incorporating feedback loops, facilitating trade-off decision making during the architecture creation process. The research reported in this paper demonstrates the ability of the AIM to contribute to cost management and systemic learning in the creation of strategic product architectures, throughout the entire product life cycle. Application of the method in five case studies within two divisions of Royal Philips Electronics shows that in cases of medium uncertainty, substantial cost management benefits can be achieved and that the AIM facilitates systemic learning through the accumulation of architectural competence, thus facilitating organizational memory. [source] | ||||||||||