Understanding Organizational Memory

Author(s):  
Sajjad M. Jasimuddin ◽  
N.A.D. Connell ◽  
Jonathan H. Klein

It is generally recognized that Walsh and Ungson (1991) “provided the first integrative framework for thinking about organizational memory” (Olivera, 2000, p. 813). Within the field of knowledge management (KM), there has been interest in a variety of issues surrounding organizational memory (OM), which is understood to involve processes of storage and retrieval of organizational knowledge of the past for use in both the present and the future. The recognition of the importance of OM has implications for practice. For example, Argote, Beckman, and Epple (1990) suggest that the effective use of OM can protect an organization from some of the negative effects of staff loss, while Stein (1995, p. 19) asserts that an appreciation of OM can facilitate the solution of problems associated with the retention and utilization of knowledge within organizations.

2011 ◽  
pp. 171-178
Author(s):  
Sajjad M. Jasimuddin ◽  
Con Connell ◽  
Jonathan H. Klein

It is generally recognized that Walsh and Ungson (1991) “provided the first integrative framework for thinking about organizational memory” (Olivera, 2000, p. 813). Within the field of knowledge management (KM), there has been interest in a variety of issues surrounding organizational memory (OM), which is understood to involve processes of storage and retrieval of organizational knowledge of the past for use in both the present and the future. The recognition of the importance of OM has implications for practice. For example, Argote, Beckman, and Epple (1990) suggest that the effective use of OM can protect an organization from some of the negative effects of staff loss, while Stein (1995, p. 19) asserts that an appreciation of OM can facilitate the solution of problems associated with the retention and utilization of knowledge within organizations.


Author(s):  
Sajjad M. Jasimuddin ◽  
N.A.D. Connell ◽  
Jonathan H. Klein

It is generally recognized that Walsh and Ungson (1991) “provided the first integrative framework for thinking about organizational memory” (Olivera, 2000, p. 813). Within the field of knowledge management (KM), there has been interest in a variety of issues surrounding organizational memory (OM), which is understood to involve processes of storage and retrieval of organizational knowledge of the past for use in both the present and the future. The recognition of the importance of OM has implications for practice. For example, Argote, Beckman, and Epple (1990) suggest that the effective use of OM can protect an organization from some of the negative effects of staff loss, while Stein (1995, p. 19) asserts that an appreciation of OM can facilitate the solution of problems associated with the retention and utilization of knowledge within organizations.


Author(s):  
Sajjad M. Jasimuddin ◽  
N.A.D. Connell ◽  
Jonathan H. Klein

It is generally recognized that Walsh and Ungson (1991) “provided the first integrative framework for thinking about organizational memory” (Olivera, 2000, p. 813). Within the field of knowledge management (KM), there has been interest in a variety of issues surrounding organizational memory (OM), which is understood to involve processes of storage and retrieval of organizational knowledge of the past for use in both the present and the future. The recognition of the importance of OM has implications for practice. For example, Argote, Beckman, and Epple (1990) suggest that the effective use of OM can protect an organization from some of the negative effects of staff loss, while Stein (1995, p. 19) asserts that an appreciation of OM can facilitate the solution of problems associated with the retention and utilization of knowledge within organizations.


2017 ◽  
Vol 13 (1) ◽  
pp. 1-15 ◽  
Author(s):  
Ali Intezari ◽  
David J. Pauleen

This paper extends the Knowledge Management-discipline's understanding of knowledge. By including the concept of time, this extended conceptualization of knowledge could make knowledge management and decision making more responsive to the complexity found in organizational and social environments. The authors suggest that knowledge tends to be past-oriented in terms of its formative components, while emergent situations are future-oriented, which may or may not have roots in the past. In this article, the authors explore this past-present-future conundrum by explaining how reliance on the past may restrict an organization's ability to deal with emergent situations in the future. The role of wisdom will be introduced as a bridge connecting current past-oriented knowledge to unknown and unpredictable future-oriented events. The paper concludes that handling complex business decisions requires wisdom and that knowledge management and information systems must be designed and developed to support decisions by providing an integrative framework of analytics and insight.


2020 ◽  
pp. 16-17
Author(s):  
Zac Waipara

We have not yet emerged into a post-COVID world. The future is fluid and unknown. As the Academy morphs under pressure, as design practitioners and educators attempt to respond to the shifting world – in the M?ori language, Te Ao Hurihuri – how might we manage such changes? There is an indigenous precedent of drawing upon the past to assist with present and future states – as the proverb ka mua ka muri indicates, ‘travelling backwards into the future,’ viewing the past spread out behind us, as we move into the unknown. Indigenous academics often draw inspiration from extant traditional viewpoints, reframing them as methodologies, and drawing on metaphor to shape solutions. Some of these frameworks, such as Te Whare Tapa Wh?, developed as a health-based model, have been adapted for educational purposes. Many examples of metaphor drawn from indigenous ways of thinking have also been adapted as design or designrelated methodologies. What is it about the power of metaphor, particularly indigenous ways of seeing, that might offer solutions for both student and teacher? One developing propositional model uses the Pacific voyager as exemplar for the student. Hohl cites Polynesian navigation an inspirational metaphor, where “navigating the vast Pacific Ocean without instruments, only using the sun, moon, stars, swells, clouds and birds as orienting cues to travel vast distances between Polynesian islands.”1 However, in these uncertain times, it becomes just as relevant for the academic staff member. As Reilly notes, using this analogy to situate two cultures working as one: “like two canoes, lashed together to achieve greater stability in the open seas … we must work together to ensure our ship keeps pointing towards calmer waters and to a future that benefits subsequent generations.”2 The goal in formulating this framework has been to extract guiding principles and construct a useful, applicable structure by drawing from research on twoexisting models based in Samoan and Hawaiian worldviews, synthesised via related M?ori concepts. Just as we expect our students to stretch their imaginations and challenge themselves, we the educators might also find courage in the face of the unknown,drawing strength from indigenous storytelling. Hohl describes the advantages of examining this approach: “People living on islands are highly aware of the limitedness of their resources, the precarious balance of their natural environment and the long wearing negative effects of unsustainable actions … from experience and observing the consequences of actions in a limited and confined environment necessarily lead to a sustainable culture in order for such a society to survive.”3 Calculated risks must be undertaken to navigate this space, as shown in this waka-navigator framework, adapted for potential use in a collaborative, studio-style classroom model. 1 Michael Hohl, “Living in Cybernetics: Polynesian Voyaging and Ecological Literacy as Models fordesign education, Kybernetes 44, 8/9 (October 2015). https://doi.org/ 10.1108/K-11-2014-0236.2 Michael P.J Reilly, “A Stranger to the Islands: Voice, Place and the Self in Indigenous Studies”(Inaugural Professorial Lecture, University of Otago, Dunedin, New Zealand, 2009).http://hdl.handle.net/10523/51833 Hohl, “Living in Cybernetics”.


Author(s):  
Maria de los Angeles Martin ◽  
Luis Olsina

With the aim to manage and retrieve the organizational knowledge, in the last years numerous proposals of models and tools for knowledge management and knowledge representation have arisen. However, most of them store knowledge in a non-structured or semi-structured way, hindering the semantic and automatic processing of this knowledge. In this chapter the authors specify a case-based organizational memory ontology, which aims at contributing to the design of an organizational memory based on cases so that it can be used to support better decision-making. One ontology goal is to serve as a base for the organizational knowledge exchange with semantic power, which can facilitate the reuse, interoperability, and automatic processing by agents. In addition, the ontology aims to be at a high level from which other more specific representations can be formulated. In order to illustrate its utility a practical case is shown.


2011 ◽  
pp. 32-40 ◽  
Author(s):  
Murray E. Jennex

Alavi and Leidner (2001, p. 114) defined knowledge management systems (KMSs) as “IT-based systems developed to support and enhance the organizational processes of knowledge creation, storage/retrieval, transfer, and application.” They observed that not all KM initiatives will implement an IT solution, but they support IT as an enabler of KM. Maier (2002) expanded on the IT concept for the KMS by calling it an ICT system that supported the functions of knowledge creation, construction, identification, capturing, acquisition, selection, valuation, organization, linking, structuring, formalization, visualization, distribution, retention, maintenance, refinement, evolution, access, search, and application. Stein and Zwass (1995) define an organizational memory information system (OMIS) as the processes and IT components necessary to capture, store, and bring to bear knowledge created in the past on decisions currently being made. Jennex and Olfman (2004) expanded this definition by incorporating the OMS into the KMS and adding strategy and service components to the KMS.


Author(s):  
Murray E. Jennex

Alavi and Leidner (2001, p. 114) defined knowledge management systems (KMSs) as “IT-based systems developed to support and enhance the organizational processes of knowledge creation, storage/retrieval, transfer, and application.” They observed that not all KM initiatives will implement an IT solution, but they support IT as an enabler of KM. Maier (2002) expanded on the IT concept for the KMS by calling it an ICT system that supported the functions of knowledge creation, construction, identification, capturing, acquisition, selection, valuation, organization, linking, structuring, formalization, visualization, distribution, retention, maintenance, refinement, evolution, access, search, and application. Stein and Zwass (1995) define an organizational memory information system (OMIS) as the processes and IT components necessary to capture, store, and bring to bear knowledge created in the past on decisions currently being made. Jennex and Olfman (2004) expanded this definition by incorporating the OMS into the KMS and adding strategy and service components to the KMS.


2017 ◽  
Vol 4 (4) ◽  
pp. 139
Author(s):  
Amira Mersal Mahmoud

<p>The destruction of archaeological sites leads to big loss at the local and regional levels and any interruption to the past will have a negative impact on the present and the future. The preservation and protection of archaeological sites consists an economic, cultural and heritage impact for the nations. This study aims mainly to review the factors threating the destruction of archeological sites with an attempt to find the methods that reduce the threat and preserve what is left of the Palestinian remains. In additions, it includes an analytical study of the direct and indirect of the separation wall on the archeological sites in Al-Quds (Al-Quds 2020). The most important of these threats to the architectural heritage is the danger of the separation wall (The Al-Quds envelope). The study recommended the need for intensified efforts by concerned Palestinian authorities and institutions, especially the Ministry of Tourism and Antiquities to face the wall and its negative effects on archaeological sites on one hand and to put the protection and preservation of archaeological sites within their priorities on the one hand. Others, because of the economic and cultural importance of these sites, which affect the identity of the architecture.  </p>


Author(s):  
Ali Intezari ◽  
David J. Pauleen

How to manage uncertain and unpredictable situations has been a major challenge facing managers and academics for decades. The development of practice and theory in knowledge management has been one important response. This chapter, however, argues that knowledge and knowledge management may not be sufficient when dealing with emergent and unforeseen situations as knowledge tends to be past-oriented in terms of its formative components, while emergent situations are future-oriented, which may or may not be rooted in the past. Therefore, authors explore this past-present-future conundrum by explaining how mere reliance on the past may restrict organizations' ability to deal with emergent situations in the future. Finally, the role of innovation and wisdom will be introduced as a bridge connecting current past-oriented knowledge to unknown and unpredictable future-oriented events.


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