Managers and organizational memory

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

The study produced five thematic summaries – managers could prevent accidental knowledge depreciation through targeted interventions. Managers can prevent accidental knowledge loss with “purposeful interventions,” such as developing employee networks and implementing technological solutions. Managers can preserve organizational memory through control, management and maintenance of its usage and structure. Managers could help the process of intentional forgetting by developing a supportive environment. Managers could have a damaging effect on organizations if they prevented organizational change. The conclusions could be of great practical use for managers. They provide useful guidelines and strategies on how to reduce the disruptive effects of accidental forgetting and also how to plan intentional forgetting, a process known as “managed unlearning”.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2019), "Managers and organizational memory", Development and Learning in Organizations, Vol. 33 No. 3, pp. 20-21. https://doi.org/10.1108/DLO-06-2018-0072