Making Organisational Memory Perform

Connecting with the actual using issues of inter-organizational information systems(IOS), this study focuses on analysis assimilation of inter-organizational information systems in the post-implementation stage within organizations. Based on knowledge related theory, There has been a growing stream of research on organizational memory systems which is a major research direction in organizational memory nowadays. With the development of communication technology, the technology of organizational memory systems have promoted upgrade and update, from purely software management to the combination of hardware and software implementation; from wired communication technology to wireless communication technology and RFID (Radio Frequency Identification). What's more, the ad hoc network technology further pushes forward the historic leap in organizational memory systems; and instinct revolution of the impact of organizational memory systems on knowledge has taken place as the technology increasingly changes.

Workflow management technology has evolved from efficiency-oriented process automation tools to knowledge network building and support systems. This paper presents a workflow management application that collects information-rich business process documents, stores them in an organizational memory system, and informates staff and management in various situations. Combining ASAP R/3 as the workflow machine and IXOAS-ARCHIVE as the knowledge repository of the organizational memory system enabled us to explore powerful options in organizational knowledge distribution. We have been able to document and report organizational performance gains in terms of both process efficiency and knowledge effectiveness.

Facing the increasingly fierce competition in the current society, enterprises must take corresponding measures to deal with the dynamic environment. In order to improve their competitive advantages, they must pay more attention to the quality of their product, activate the organizational quality specific immune. This study takes organizational quality specific immune as the entry point to construct the organizational quality specific immune evaluation indicator system, and establishes three criteria layers of organizational quality monitoring and cognition, organizational quality defense, clearance and repair, and organizational quality memory and immune stabilization, there are a series of indicators under each criterion layer. Then this study constructs the organizational quality specific immune evaluation model based on optimal combination weight methods, and the optimal combination weighting model is introduced to conduct empirical study of evaluating organizational quality specific immune with 15 large-scale manufacturing enterprises in eastern regions. And the pros and cons of the organizational quality specific immune status of 15 large-scale manufacturing enterprises in eastern regions are finally obtained. The organizational quality specific immune evaluation indicators, organizational quality specific immune evaluation model based on optimal combination weighting methods and empirical analysis results of organizational quality specific immune evaluation based on optimal combination weighting methods and model will provide theoretical significance and practical enlightenment for enhancing organizational quality performance and organizational health.

The market-focused learning organization continues to attract attention in the marketing literature. Two central and interrelated aspects of collective learning are organizational culture and memory. The relationship between culture and performance has been demonstrated both theoretically and empirically. This study investigates the influence of culture and organizational memory development on perceptions of managers’ decision-making context. Findings suggest that both organizational culture and memory influence marketing managers’ perceptions of decision-making context. Specifically, managers in externally focused cultures tend to perceive a relatively higher proportion of strategic problems than managers in internally focused cultures, and managers in organic process cultures tend to perceive a relatively higher proportion of unstructured problems than managers in mechanistic cultures. The implications for managerial practice are discussed and avenues for future research outlined.

This study examines how organizational memory is formed and contributes to successful organizational learning from failure in Company A, a Japanese firm known for effectively learning from its failures. A hypothetical model extending the organizational memory mechanism model was tested using covariance structure analysis on data collected from 190 employees through a company-wide questionnaire. The results showed an acceptable model fit, suggesting that a well-functioning organizational memory supports effective organizational learning from failure. The study also revealed that, unlike in unspecified firms where documentation is directly prompted by matters of interest, Company A's distinctive characteristic is that documentation is not immediately triggered by matters of concern but is instead facilitated with computers. This finding suggests that Company A's approach of systematically recording failures using computers, rather than relying on immediate personal interest, contributes to the prevention of failure recurrence. The study highlights the importance of utilizing computers to enhance organizational memory and successfully implement organizational learning from failure. Further research is needed to validate these findings and determine whether they are key factors in preventing repeated failures in Company A.

Organizational memory information systems (OMIS) implement important aspects of organizational memory with the aim of enhancing organizational effectiveness. We propose a 3-layered framework for a dynamic OMIS. The framework consists of a pragmatic layer to support the actual activity, a conceptual layer to store the concepts inherent in that activity, and a process layer to store the experience of performing that activity. Both the conceptual and process layers represent organizational memory repositories in the form of respective models. The implementation of OMIS assumes that any activity is the instantiation of relevant conceptual and process models and includes the reuse of knowledge stored in association with those models. In this way, organizational memory is always mapped to current activity, and its adequacy is constantly evaluated. This provides the potential for the models to evolve as a direct result of the current activity. A partial implementation of this framework to support epidemiological research is illustrated.

Organizational memories have been routed recently for their potential to enhance decision-making processes within organizations. Several organizations have acknowledged the importance of these knowledge structures and developed new organizational roles to manage them. Though a number of companies have been successful in creating and maintaining functional organizational memory, data collected from four organizations suggests that there are inherent barriers within organizations that constrain both the development and maintenance of these repositories. This paper focuses on identifying the concepts underlying the adoption process and potential barriers that might have a negative short term impact on usability or a long term effect on the institutionalization of Organizational Memory Systems.

Leadership continuity is essential for maintaining organizational performance, strategic stability, and long-term competitiveness. Nevertheless, many organizations encounter challenges during leadership transitions, often due to inadequate succession planning, insufficient leadership development frameworks, and the diminishing of organizational memory. This conceptual paper examines the relationship between succession planning, leadership development, and organizational memory. Succession planning enables organizations to proactively identify and prepare future leaders, thereby minimizing disruptions resulting from leadership changes. Leadership development is focused on systematically equipping high-potential employees with the essential skills, competencies, and experiences needed to step into leadership roles. Additionally, organizational memory—composed of institutional knowledge, historical insights, and experiential learning—plays a crucial role in safeguarding strategic knowledge and leadership expertise during transitions. The integration of these three components creates a robust leadership pipeline, reduces the risks associated with leadership voids, and fortifies the retention of institutional knowledge. This paper provides a critical analysis of existing literature concerning executive transitions, talent management, and knowledge retention, aiming to establish interlinks among these variables. The study emphasizes how organizations can utilize structured mentorship programs, knowledge transfer strategies, and leadership development initiatives to facilitate seamless leadership transitions. Furthermore, it addresses the obstacles to effective leadership continuity, such as short-term mindsets in succession planning, the failure to institutionalize leadership knowledge, and resistance to leadership changes. This conceptual paper adds value to both academic research and managerial practices by synthesizing insights from human resource management, strategic leadership, and organizational behavior. The findings highlight the necessity for organizations to embrace a comprehensive approach to leadership continuity, integrating succession planning, leadership development, and organizational memory into a unified strategy. The paper concludes with recommendations for policymakers, HR professionals, and corporate leaders on promoting sustainable leadership transitions in dynamic and competitive environments.

Although there is substantial research on various elements of knowledge management in organizations, there is a gap in our understanding of how event organizations transfer knowledge. We address this gap using qualitative interview data and show in our results that knowledge transfer processes can be categorized into three distinct phases: 1)preevent, 2)event operations, and 3)postevent. Event managers and staff mostly transfer explicit knowledgepreevent; yet, tacit knowledge is transferred during theevent operations. However, tacit knowledge is rarely converted into explicit knowledge in theposteventphase, and organizational memory is largely underutilized. Practical implications are deduced, suggesting for event organizations to adopt a more strategic approach to knowledge transfer. We suggest that event management then operates more effectively in this fast-paced and knowledge-intensive business environment, and better integrates heterogeneous event staff, including both paid employees and event volunteers.

Information and communication technologies have transformed the way people work and have a growing impact on long life learning. Organizational learning is an increasingly important area of research that concerns the way organizations learn and thus augment their competitive advantage, innovativeness, and effectiveness. Within the project MEMORAe2.0, we are interested by the capitalization of knowledge in the context of an organization and by organizational learning. We developed the E-MEMORAe2.0 environment which is based on the concept of learning organizational memory. In this paper, we present the organizational learning approach; we stress the role of an organizational memory in this approach; and we specify the use of a forum concept in such a context. Then we present the approach MEMORAe and the environment we developed.

This chapter introduces the impacts of knowledge management (KM) and organizational memory (OM) on strategic decision making. Close consideration and treatment of OM as part of a KM strategy are suggested as a central issue to the effectiveness of strategic decision making. This chapter uses the modified version of McLean’s Information System (IS) Success Model by Jennex and Olfman (2002) as a lens to examine the impact of knowledge strategy and technological resources, along with the impact of individuals and members from wider organizational context on decision-making processes. These components are then analyzed within Galliers’ (2002) IS Strategy Framework of emergent and deliberate strategizing. Furthermore, this chapter highlights the intermingled approaches to organizational KM practices that are due to the contextual nature of knowledge and the human need for social interaction. Results from our exploratory and continuing longitudinal study have clearly shown the significance of culture and human-driven knowledge requirements along side the use of an ERP system as part of an OMS. The authors account for the intersubjectivity of the concept and claim that organizations relying on acquired knowledge from past experiences on average make higher-quality decisions on business strategies for better future performance.

With this research, in the form of a theoretical essay addressing the theme of Organizational Memory and Integrated Management Systems (ERP), we tried to present some evidence of how this type of system can contribute to the consolidation of certain features of Organizational Memory. From a theoretical review of the concepts of Human Memory, extending to the Organizational Memory and Information Systems, with emphasis on Integrated Management Systems (ERP) we tried to draw a parallel between the functions and structures of Organizational Memory and features and characteristics of ERPs. The choice of the ERP system for this study was made due to the complexity and broad scope of this system. It was verified that the ERPs adequately support many functions of the Organizational Memory, highlighting the implementation of logical processes, practices and rules in business. It is hoped that the dialogue presented here can contribute to the advancement of the understanding of organizational memory, since the similarity of Human Memory is a fertile field and there is still much to be researched.

An approach to develop organizational memory systems is presented. It is based on the re-use of computer-supported discussions held as meeting preparations. The discussions are rich in informal knowledge, which is basic for a good organizational memory. The presentation is illustrated with a brief introduction to OMUSISCO, a software system based on this approach. OMUSISCO uses SISCO meeting preparation discussions as its information source. A thesaurus is built to help users access knowledge. The system was tested with simple discussions, but it should scale up well in real situations.

Work with patient H.M., beginning in the 1950s, established key principles about the organization of memory that inspired decades of experimental work. Since H.M., the study of human memory and its disorders has continued to yield new insights and to improve understanding of the structure and organization of memory. Here we review this work with emphasis on the neuroanatomy of medial temporal lobe and diencephalic structures important for memory, multiple memory systems, visual perception, immediate memory, memory consolidation, the locus of long-term memory storage, the concepts of recollection and familiarity, and the question of how different medial temporal lobe structures may contribute differently to memory functions.

This study aims to determine the organizational culture and leadership style effect on organizational performance which is mediated by organizational commitment. The population was all the Banda Aceh City Tourism Office employees. The sample collection technique used was a census so a total of 90 respondents were obtained. Data were collected by distributing questionnaires online. The Likert scale was used to measure data. The model test used a onesample t-test for H1 (descriptive test), a structural test using smartPLS for H2 to H6 (verification of direct effect test), and a Sobel calculator for H7 and H8 (mediation effect test). The test results conclude that culture, leadership style, commitment, and organizational performance have been going well; then, culture and leadership style positively affected commitment and organizational performance, and commitment also influenced organizational performance; and commitment partially mediated the culture and leadership style role in the organizational performance. These findings illustrate that the organizational performance improvement model in the Banda Aceh City Tourism Office is a function of adjusting the culture and leadership style that can support organizational commitment. This finding is an important premise for the development of theories related to organizational performance, especially the organizational model that is the same as the Banda Aceh City Tourism Office that is being studied.