An empirical study on the impact of organizational memory on organizational performance in manufacturing companies

Li, Zhang; Tian, Yun; Zhong-ying, QI

doi:10.1109/hicss.2004.1265569

Cited by 9 publications

(8 citation statements)

References 34 publications

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“…Job knowledge refers to knowledge that enables effective job performance (e.g. DeLong, 2004; Gratton and Ghoshal, 2003;Leonard and Swap, 2005;Zhang et al, 2006). Scale items to capture job knowledge included several items taken and/or adapted from the performance proficiency subscale of the "organisational socialisation scale" (Chao et al, 1994 Gratton and Ghoshal, 2003;Kidd and Teramoto, 1995;Leonard and Swap, 2005;Nahapiet and Ghoshal, 1998).…”

Section: Scale Development 21 Item Generationmentioning

confidence: 99%

“…2.1.4 Cultural knowledge. Cultural knowledge including that of shared beliefs, values and norms, is also an integral part of organisational memory (Kransdorff and Williams, 2000;DeLong, 2004;Moorman and Miner, 1997;Zhang et al, 2006). Schein (2004, p. 17) refers to culture as "patterns of shared assumptions learned by a group".…”

Section: Scale Development 21 Item Generationmentioning

confidence: 99%

“…2.1.6 Industry knowledge. Zhang et al (2006) used the term "market-oriented organizational memory", to recognise the importance of aspects of the organisation's environment, including knowledge of competitors and stakeholders. Similarly, Kransdorff and Williams (2000) referred to the knowledge of the organisation's market.…”

Section: Scale Development 21 Item Generationmentioning

confidence: 99%

“…A further subscale measuring managerial organisational memory (e.g. Zhang et al, 2006) may be a useful addition. There is also potential to develop some of the already identified scales even further.…”

Section: Limitations and Further Developmentmentioning

confidence: 99%

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Understanding employee knowledge: the development of an organizational memory scale

Dunham

Burt

2014

The Learning Organization

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Purpose – The aim of this study is to develop a psychometrically sound self-report scale of organizational memory. The scale is planned for use in future research to test the relationship between what employees know and their attitudes to passing on their knowledge. Design/methodology/approach – A total of 72 organizational memory scale items representing six hypothesised dimensions of organizational memory were developed and tested with 143 participants using exploratory factor analysis. The resulting five-factor model was tested with a further sample of 288 employees using structural equation modelling, and the test-retest reliability was examined. Findings – Five factors of the organizational memory scale were identified. These were: socio-political knowledge, job knowledge, external network, history, and industry knowledge. The dimensions correlated with tenure variables often used as proxies for experience. Structural equation modelling confirmed the five-factor model and the scale achieved adequate test-retest reliability. Research limitations/implications – The five organizational memory factors are not an exhaustive list. While the scale enables employees to evaluate their own organizational memory, it may not necessarily be an accurate indicator of their knowledge. Practical implications – The scale can be used as a knowledge audit instrument for examining attitudes to mentoring and knowledge sharing, as well as for auditing knowledge that may potentially be lost when experienced employees leave organizations. Originality/value – The scale is a valid and reliable self-report measure of organizational memory. It is an innovative tool for examining employee attitudes to knowledge sharing initiatives. The scale also recognises the contribution made to organizational memory by those with industry knowledge outside the organization.

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Section: Scale Development 21 Item Generationmentioning

confidence: 99%

Section: Scale Development 21 Item Generationmentioning

confidence: 99%

Section: Scale Development 21 Item Generationmentioning

confidence: 99%

Section: Limitations and Further Developmentmentioning

confidence: 99%

See 2 more Smart Citations

Understanding employee knowledge: the development of an organizational memory scale

Dunham

Burt

2014

The Learning Organization

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“…acquisition and conservation of this resources by many organizations. This have even led to some people calling the economy of today a knowledge-based economy as captured by Zhang et al (2004) who explicate that in today"s knowledge-based economy, knowledge has become a very significant asset in many organizations asset mix. Having recognized that knowledge is very pertinent to the very survival of organizations; experts, scholars and management consultants have gone ahead to look for strategies to store and retrieve it when needed.…”

mentioning

confidence: 99%

Organizational Memory and Employee Performance in Federal Parastatals in Enugu State of Nigeria

Uzochukwu

Uchenna

2019

International Journal of Public Policy and Administration Resea

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Currently, the rate at which information is flowing from employer to employee makes it almost difficult for employees to ensure that all records have been read before attempting to destroy them. This study therefore examines organizational memory and employee performance in federal parastatals in Enugu state of Nigeria. The specific objective is to determine the extent of relationship that exists between shared knowledge and employee commitment of the parastatals in Enugu state of Nigeria. The study was guided by one research question and descriptive survey design was used. The study was anchored on Social Learning Theory by Bandura (1976). The population of the study is 120 staff and 92 were sampled. The data used was a primary data collected through structured questionnaire. The data collected was analyzed using Pearson Product Moment Correlation with the aid of Statistical Package for Social Science (SPSS, 23). The findings revealed that there is a significant relationship between shared knowledge and employee commitment. The study recommends among others that parastatals should ensure that their employees are competent so as to measure to the innovative changes in the organization. Contribution/Originality: This study is one of the very few studies which have investigated the level of relationship that exists between organisational memory and employee performance with specific focus on shared knowledge and employee commitment of federal parastatals in Nigerian environment. 1. INTRODUCTION The 21 st century business world seems to have moved on from being dependent on physical assets as a major competitive advantage component and performance determinant, to a world where invisible or intangible assets are key performance influencers. That is, a world where intangible resources rule. Such intangible resources include skill, competencies, abilities and knowledge. Ekwe (2013) buttresses this point by stating that the world economy has decades witnessed slow transition for the past few raging from industry based environment which has a focus on physical assets such as factories, plants, machines and equipment; to a high technology, information, knowledge and innovation based environment, which point on the expertise, talents, creativity, skill, dedication and experience of people in the organization. Central to the whole mix of intangible resources that have been observed by scholars and researchers to be pertinent to the performance of both the public and private sector organizations is knowledge. Companies that have this resource (knowledge) tend to outperform companies that do not, and so, focus seem to have shifted to the

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Integrating HPWS and Organisational Memory for Enhanced Employee Performance

Gharib,

Allil

2024

Fudan J. Hum. Soc. Sci.

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An empirical study on the impact of organizational memory on organizational performance in manufacturing companies

Cited by 9 publications

References 34 publications

Understanding employee knowledge: the development of an organizational memory scale

Understanding employee knowledge: the development of an organizational memory scale

Organizational Memory and Employee Performance in Federal Parastatals in Enugu State of Nigeria

Integrating HPWS and Organisational Memory for Enhanced Employee Performance

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