An Organizational Memory and Knowledge System (OMKS): Building Modern Decision Support Systems
Organizational Memory: The Role of Culture in Fostering Knowledge Sharing and Memory Creation in an...
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Transcript of Organizational Memory: The Role of Culture in Fostering Knowledge Sharing and Memory Creation in an...
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Knowledge and Memory in the Organization
Meghan EcclestoneHousing Memory Student ConferenceFriday, March 12, 2009
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Overview
1. Knowledge and memory in the organization: Overview of key concepts
2. Role of culture: A discussion of cultural knowledge
3. Communities, mentors and stories: Vehicles for organizational memory through tacit/cultural knowledge
4. Conclusions
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Knowledge
1. Explicit knowledge: Can be expressed through a codified norm (i.e.: language, code, formula)
2. Tacit knowledge: Cannot be codified, but it paramount to master of a skill.
Nonaka and Takeuchi, 1995
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Third type of knowledge?... Cultural knowledge:
the shared beliefs, assumptions and norms that create a framework in which members understand the content and aim of their work, identify and solve problems, and assess the value of new knowledge.
“consists of the beliefs an organization holds to be true and justifiably so, about its environment and itself.”
(Choo 2006, 143-4).
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What is organizational memory?
Organizational memory is knowledge and information from an organization's past which can be accessed and used for present and future organizational activities.
Organizations have an interest in understanding these concepts, as an organization's ability to collect, store and use knowledge it has generated through experience can have important consequences for its performance.
(Olivera, 2000)
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Communities of Practice
A group of members defined by a common professional practice, despite their location within the organizational structure
Fosters increased efficiency, innovation and expertise
Develops transactive memory: the combination of individual knowledge, and the interpersonal awareness of others’ knowledge
(Lesser and Storck, 2004; Cox, 2005).
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Mentorship
Pairing newcomers with experienced workers creates a "transfer relationship,” where face-to-face contact facilitates knowledge exchange that might not be contained in the companies documents or databases.
Knowledge is shared through these relationships, in which experienced workers tap into their memories to recall vital cultural or tacit knowledge regarding the organization.
Swap et al., 2001
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Storytelling
“a detailed narrative of past management action, employee interactions, or other intra-or extra-organizational events that are communication information within the organization”
Oral telling of a milestone or practice that illustrates the organization’s cultural identity; relays clues about norms, politics, practices and values
Swap et al. 2001, 103; Choo, 2006
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Conclusions
Knowledge exists beyond the explicit
There is value in the relationships and stories that inform organizational culture
Benefits of tapping into these memories /knowledge repositories
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References Cited
Casey, A. (1997). ‘Collective memory in organizations’. Advances in Strategic Management, 14: 111–46.
Walsh, J.P. and Ungson, G.R. (1991).‘Organizational memory’. Academy of Management Review, 16(1): 57–90.
Casey, A. (1997). ‘Collective memory in organizations’. Advances in Strategic Management, 14: 111–46.
Choo, C.W. 2006. The Knowing Organization: How Organizations Use Information to Construct Meaning, Create
Knowledge, and Make Decisions. Second Edition. New York: Oxford University Press.
Davenport, T.H. and L. Prusak. 1998. Working Knowledge: How Organizations Manage What They Know. Boston:
Harvard Business School Press.
Hinds P. J., and Pferrer, J. “Why Organizations Don’t ‘Know What They Know’: Cognitive and Motivational Factors
Affecting the Tranfer of Expertise,” in M. S. Ackerman, V. Pipek, and V. Wulf. (Eds).(2003). Sharing Expertise:
Beyond Knowledge Management. Cambridge: MIT Press).
Joung, W. and B. Hesketh. (2009). “Using ‘War Stories’ to Train for Adaptive Performance: it is Better to Learn from Error
or Success?” Applied Psychology: An International Review 55(2): 282-302.
Nonaka,I. and H. Takeuchi. 1995. The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of
Innovation. New York: Oxford University Press.
Swap, W., Leonard, D., Shields, M., & Abrams, L. (2001). “Using Mentoring and Storytelling to Transfer Knowledge in the
Workplace.” Journal of Management Information Systems 18(1), 95-114.
Walsh, J.P. and Ungson, G.R. (1991). ‘Organizational memory’. Academy of Management Review, 16(1): 57–90.
Wenger, E. 1998. Communities of Practice: Learning, Meaning and Identity. Cambridge, England: Cambridge University
Press.