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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.
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.
Organizations, similar to evolving organisms, undergo both growth and deterioration processes. One form of growth, called organizational learning, has been extensively studied while an analogous form of deterioration, which I call 'organizational forgetting', has remained virtually uninvestigated. This paper proposes the concept of organizational forgetting. The linkages and parallels between individual and organizational forgetting, along with the consequent managerial implications are explored. Finally, testing for its existence within the specific context of episodic tasks, an analysis of the automotive die tryout process yields evidence of organizational forgetting in this setting.
Companies around the world are beginning to recognize that only by increasing the speed and quality of their learning can they succeed in the rapidly changing global marketplace. Developing organization-wide learning and becoming a learning organization has become critical for adaptation and survival. Organizational Learning: From World Class Theories to Global Best Practices starts with a review of significant learning theory and research accomplished over the past 20 years. This research is integrated into an action-centered theory of organizational learning. The book then explores in depth the Organizational Learning System Model developed by David Schwandt that has been applied in a variety of public and private organizations. Recognizing that companies now work with multicultural groups in a global marketplace, the authors also examine cultural implications of the Model. The authors present best-practice application of the Organizational Learning System Model by companies from around the world, including Arthur Anderson, Price Waterhouse, Beloit Corporation, Motorola, and Meralco. These are companies that have taken the leadership in developing learning systems on a organization-wide basis. Organizational Learning: From World Class Theories to Global Best Practices provides practical steps and strategies for developing and applying organizational learning in the workplace. Features
Computational simulations have become a widely accepted method in organization science. Simulations allow for the exploration of potentialities beyond the restrictions of conventional empirical methodologies. Accordingly, we replicate, modify, and extend March's “Model of Mutual Learning” from his 1991 article on the “Exploration and Exploitation in Organizational Learning” by drawing on Luhmann's theory of social systems. While knowledge and learning are present features of March's original model, this article particularly emphasizes the importance of forgetting rather than remembering as the primary function of memory. The extended simulation model shows that forgetting indeed positively contributes to organizational learning.
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 2008 in the subject Leadership and Human Resources - Miscellaneous, grade: 1.1, European Business School - International University Schloß Reichartshausen Oestrich-Winkel, language: English, abstract: During the last decades, the marketplace for organizations developed gradually from a push market into a pull market. In contrast to the environment years before, where demand was high and supply scarce, today’s situation is characterized by an overflow of products whose amount is more than huge enough to satisfy the demand. The resulting customer expectations, as well as the intense international competition, depict an immense challenge for the flexibil-ity of an organization which is operating in this environment. As a consequence of the evolved threats, organizations are forced to adjust quickly and appropriately to new circum-stances in order to remain competitive (Alas, 2007; Appelbaum, St.Pierre, & Glavas, 1998, p. 43). Recently the perception of the term organization changed towards the definition given by the new system theory which was mainly proposed by Luhmann (2000). While previous defini-tions focused on an organization as being the sum of its single parts, the new system theory perceives it as the manifestation of the communication between its members. In this context, Simon (2007) points out that, as any other system, an organization primarily aims at securing its survival. As an organization is constituted by the communication between its members it has to remain competitive in order to keep the ability to pay its employees without whom communication would not take place. Only if this fundamental need is secured, the focus can shift to concerns going beyond the prior goal of staying alive (pp. 32-33). Thus, as already mentioned earlier, it is crucial for an organization to adapt appropriately to changing circum-stances. When doing so newly retrieved information has to be evaluated among the members and subsequently transformed into action. This processing of information can as well be referred to as organizational learning. In the following this term paper aims at investigating the main elements of the process of organizational learning and identifies characteristics of diverging outcomes of the processing of information. Furthermore, it is analyzed what fundamental circumstances have to be fulfilled for the procedure of organizational learning to result in sustainable organizational change.
"In this book, the authors integrate the three dominant approaches to organizational development-learning, performance, and change-to create a dynamic lens through which to analyze any HRD program or i"
"[An] intellectually stimulating collection of essays." --Business Today How do organizations learn, change, and adapt? The study of "organizational learning" allows researchers to map an organization's past behavior and gain insight into how stream of experience becomes a basis for action in the present. The chapters in Organizational Learning, all from first-rate researchers, contribute to the development of organizational learning theory in three ways. They delineate its scope, differentiating it from ecology, choice, and individual learning. They demonstrate the explanatory power of a learning perspective, and they illustrate the application of research tools useful for studies of learning. Organizational Learning is an essential resource for scholars and researchers in the field of organization and management studies.