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The fully revised and updated version of this successful Handbook is welcomed by management scholars world-wide. By bringing together the latest approaches from the leading experts in organizational learning & knowledge management the volume provides a unique and valuable overview of current thinking about how organizations accumulate 'knowledge' and learn from experience. Key areas of update in the new edition are: Resource based view of the firm Capability management Global management Organizational culture Mergers & acquisitions Strategic management Leadership
Seminar paper from the year 2018 in the subject Business economics - Organization, grade: 1.0, University of Innsbruck, language: English, abstract: Learning and forgetting – what at the first glance seems contradictory, turns out to interrelate. The authorship argues that forgetting constitutes the prerequisite for learning as it releases capacities to be able to deal with new stimuli. Out of this, a positive impact of forgetting on learning is apparent. But is this really the only effect? It is time to scrutinize forgetting and its implications more carefully. In the intricate relationship between learning and forgetting, there is a surprising synergy at play. Forgetting, often seen as the antagonist of learning, actually serves as a catalyst for it. It is a process that liberates cognitive capacities, making room for the absorption of new knowledge. This dynamic relationship is highlighted by Blaschke and Schoeneborn (2006), who argue that a higher organizational forgetting rate results in increased knowledge levels. To illustrate this, consider a bakery that has been forming pretzels using the same method for years. When the bakery owner introduces a more efficient technique, it's essential to eliminate the old knowledge. The deeply ingrained routine becomes a barrier to learning the new method. Only by allowing the old knowledge to fade into the background can the staff adapt to the better approach. Failure to forget hinders the organization's progress.
This book is about the past as well as the future in organisations in general and about an organisation’s temporal contextualisation in particular. The author analyses, how organisations are able to construct a present with respect to their past and future. The study is based on an empirical case study, in which an R&D department has been followed for a six month-period in order to analyse how an organisation orients itself with respect to its past, present and future from the perspective of communication-centred social systems theory.
Provides relevant theoretical frameworks, latest empirical research findings, and practitioners' best practices in the area of organizational memory.
Why do some organizations learn at faster rates than others? Why do organizations "forget"? Could productivity gains acquired in one part of an organization be transferred to another? These are among the questions addressed in Organizational Learning: Creating, Retaining and Transferring Knowledge. Since its original publication in 1999, this book has set the standard for research and analysis in the field. This fully updated and expanded edition showcases the most current research and insights, featuring a new chapter that provides a theoretical framework for analyzing organizational learning and presents evidence about how the organizational context affects learning processes and outcomes. Drawing from a wide array of studies across the spectrum of management, economics, sociology, and psychology, Organizational Learning explores the dynamics of learning curves in organizations, with particular emphasis on how individuals and groups generate, share, reinforce, and sometimes forget knowledge. With an increased emphasis on service organizations, including healthcare, Linda Argote demonstrates that organizations vary dramatically in the rates at which they learn—with profound implications for productivity, performance, and managerial and strategic decision making.
Organizational Identity and Memory analyzes the relationship between organizational identity and organizational memory, in particular history and commemoration. The goal is to further our understanding of the role of this relationship in processes critical to today’s organizations: the evolution of organizational identity, the creation and use of organizational memory, organizational learning and change, and employee identification with organizations. The literature on organizational memory and organizational identity has developed independently and at times in separate disciplines. Scholars have debated whether organizational identity is mutable or enduring. In this debate, organizational history, a form of organizational memory, has been a key factor, but neither side of the debate has pursued indepth the well-developed literature on collective memory to understand this relationship and its impact on organizational identity. Organizational memory defined as commemoration and history has been connected to different forms of identity, both national and organizational, but this relationship and its impact on organizational memory processes has not been explored. Organizational Identity and Memory takes a multidisciplinary approach to explore and articulate the dynamic relationship between organizational identity and memory, drawing on work from anthropology, history, organizational studies, and sociology. A multidisciplinary theoretical framework for future research on organizational identity and memory is presented. Implications for managers are discussed with engaging insights from organizational research and practices in creating corporate museums, galleries, visitor centers, and other displays of this relationship.
This book examines the fundamental question of how legislators and other rule-makers should handle remembering and forgetting information (especially personally identifiable information) in the digital age. It encompasses such topics as privacy, data protection, individual and collective memory, and the right to be forgotten when considering data storage, processing and deletion. The authors argue in support of maintaining the new digital default, that (personally identifiable) information should be remembered rather than forgotten. The book offers guidelines for legislators as well as private and public organizations on how to make decisions on remembering and forgetting personally identifiable information in the digital age. It draws on three main perspectives: law, based on a comprehensive analysis of Swiss law that serves as an example; technology, specifically search engines, internet archives, social media and the mobile internet; and an interdisciplinary perspective with contributions from various disciplines such as philosophy, anthropology, sociology, psychology, and economics, amongst others.. Thanks to this multifaceted approach, readers will benefit from a holistic view of the informational phenomenon of “remembering and forgetting”. This book will appeal to lawyers, philosophers, sociologists, historians, economists, anthropologists, and psychologists among many others. Such wide appeal is due to its rich and interdisciplinary approach to the challenges for individuals and society at large with regard to remembering and forgetting in the digital age.
We are delighted to introduce the proceedings of the First edition of the 2019 European Alliance for Innovation (EAI) The International conference on business, law, and pedagogy (ICBLP 2019). The International conference on business, law, and pedagogy accepts the papers in the three thematic areas with multiple research approaches and methodologies. The conference provides a platform for wide-ranging issues, which captures contemporary developments in business, law and pedagogy within which a wide range of networking opportunities can be nurtured for the advancement of future research and global collaboration. This approach is now vital in research endeavours as business, law and pedagogy practices are increasingly prone to an era of cross-fertilization through meaningful multi-disciplinary collaborations We strongly believe that ICBLP conference provides a good forum for all researcher, developers and practitioners to discuss all science and technology aspects that are relevant to smart grids. We also expect that the future ICBLP 2019 conference will be as successful and stimulating, as indicated by the contributions presented in this volume.
As the business community trends toward placing a greater priority and value conception on organizational knowledge management and memory, organizations worldwide are sharing an increasing urgency in the need for proven technologies and research-based practices to guide their efforts to preserve and realize competitive advantage from their organizational knowledge assets. ""Knowledge Management, Organizational Memory and Transfer Behavior: Global Approaches and Advancements"" is a comprehensive, international collection of first-rate research into the field of knowledge management. This book captures an in-depth knowledge base for academia and industry on the most current and useful concepts, applications, and processes relevant to the successful management of knowledge assets.
The ability of a business to engage in real organizational learning and to do so faster and in a more sustainable way than its competitors is being increasingly seen as an essential component of success. In Making Sense of Organizational Learning, Cyril Kirwan examines the wide range of factors necessary to create and sustain organizational learning and knowledge at all levels. At the individual level, the generation of continuous learning opportunities and reflection on experiences are critically important. At the team level, it’s about encouraging collaboration, team learning and the sharing of knowledge. At the organizational level, the emphasis is on building systems to capture and share knowledge and providing strategic leadership for learning. The book shows you how you can best exploit the knowledge that already exists within your organization while at the same time develop the capability of the people that work there. It deals in turn with individual learning; learning with others; learning in organizations; and in particular the role of the HR function and of line managers. Each chapter provides theoretical background and real-world examples. Diagnostic questionnaires, checklists and other tools are also included. Making Sense of Organizational Learning provides an evidence-based argument for the adoption of effective organizational learning policies and practices, and offers a real opportunity to improve performance. Thinking practitioners working in and around learning and development or organization development will find it invaluable, as will those undertaking post-graduate study in HR and related disciplines.