Organizational Memory

Linda Argote
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Linda Argote: Carnegie Mellon University

Chapter Chapter 4 in Organizational Learning, 2013, pp 85-113 from Springer

Abstract: Abstract What do organizations learn as they gain experience in production? Where is this knowledge embedded within organizations? What are the consequences of where knowledge is embedded for organizational performance? This chapter begins with a discussion of what is learned as groups and organizations gain experience. A more general discussion of organizational memory and various “retention bins” or “repositories” of organizational knowledge follows. Examples of knowledge embedded in various repositories drawn from our studies of manufacturing and service industries are provided. Empirical evidence on the extent to which organizational knowledge is embedded in these various repositories is described. The chapter concludes with a discussion of the implications of where knowledge is embedded for important aspects of organizational functioning and effectiveness.

Keywords: Tacit Knowledge; Organizational Learning; Organizational Performance; Chief Executive Officer; Organizational Knowledge (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-1-4614-5251-5_4

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DOI: 10.1007/978-1-4614-5251-5_4

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