A Transactive Memory Approach

Decision Support Systems 39 (2005) 549–562 www.elsevier.com/locate/dsw Organizational memory information systems: a transactive memory approach Dorit Nevoa,*, Yair Wandb a S337H, Schulich School of Business, York University, 4700 Keele St., Toronto, ON, Canada M3J1P3 b Sauder School of Business, University of British Columbia, Vancouver, BC, Canada Available online 10 May 2004 Abstract Effective management of organizational memory (OM) is critical to collaboration and knowledge sharing in organizations. We present a framework for managing organizational memory based on transactive memory, a mechanism of collective memory in small groups. While being effective in small groups, there are difficulties hindering the extension of transactive memory to larger groups. We claim that information technology can be used to help overcome these difficulties. We present a formal architecture for directories of meta-memories required in extended transactive memory systems and propose the use of meta- knowledge to substitute for the lack of tacit group knowledge that exists in small groups. D 2004 Elsevier B.V. All rights reserved. Keywords: Organizational memory information system; Transactive memory; Meta-knowledge 1. Introduction the way organizations store knowledge from the past to support present activities [24]. Organizational memory (OM) and knowledge man- Organizational memory can increase organizational agement are two intertwined topics that have grown in effectiveness by supporting the coordination of work, importance for businesses and academics over the past management of information, the organization’s re- few years. Knowledge management encompasses var- sponsiveness to changes, and the definition and pur- ious practices of managing organizational knowledge suit of organizational goals [25]. Such memory such as knowledge generation, capture, sharing, and generally resides in different retainers in the organi- application [2]. Within these practices, effective shar- zation and organization members retrieve its content ing and use of organizational knowledge depends—to based on their work needs [28]. To support effective a large extent—on the organization’s ability to create management of organizational memory, Stein and and manage its collective memory. This collective Zwass [25] propose the use of information technology memory is often referred to as organizational memory to accomplish four specific processes related to orga- (OM). The organizational memory can be described as nizational memory: acquisition, retention, mainte- nance, and search and retrieval. In addition, they * Corresponding author. outline a design for an organizational memory infor- E-mail address: [email protected] (D. Nevo). mation system (OMIS) that includes a ‘‘mnemonic 0167-9236/$ - see front matter D 2004 Elsevier B.V. All rights reserved. doi:10.1016/j.dss.2004.03.002 550 D. Nevo, Y. Wand / Decision Support Systems 39 (2005) 549–562 functions layer’’ intended to provide the functionality behaviour perceptions. These retainers of OM may be necessary to support the above four processes. The in different locations and their memories might be general design requirements of this layer include the difficult to combine [3,32]. ability to capture and represent knowledge in OM, the A third problem with OM management is that ability to communicate knowledge, and the mainte- knowledge is often tacit. Tacit knowledge is a highly nance of the contents of the OM. personal knowledge and is hard to formalize. It is While the management of OM is a good candidate rooted in action, commitment, and involvement in a for the use of information technology, the specific specific context [20]. Tacit knowledge is difficult to design of such an information system is not a simple track and maintain in large organizational memories task. We suggest there are five reasons for this. [25]. First, much of the knowledge in the OM is contex- A fourth problem concerns the volatility of orga- tualized. When knowledge is transferred, the receiving nizational knowledge. This volatility results in fre- end of the communication system often does not know quent changes to the contents of the OM [32].In the original context of the knowledge and therefore addition, combined with the problem of context de- cannot interpret it correctly [3,24]. In order to cross pendence, the volatility of knowledge further compli- boundaries—either departmental or organizational— cates the search and retrieval of knowledge included the knowledge needs to be stripped of its context for the in the OM. receiving end to be able to understand it [1].An Finally, since some knowledge is retained outside interesting distinction can be made here about the the organization [28] or from unfamiliar sources magnitude of this problem in high versus low context within the organization, a measure of the retainer’s communication environments. High context commu- legitimacy and reliability is required [3]. In fact, an nication is defined as one in which much of the inquirer is more motivated to retrieve knowledge if he information is embedded in the context—either phys- or she is aware of the knowledge and sees potential ical or personal—and very little information is explic- value in the knowledge [24]. This information should itly coded. Low context communication is on the other be attached to OM to facilitate the retrieval and use of end of the continuum, representing messages in which knowledge. most of the information is explicitly coded in the These five problems create difficulties for members message [10]. Thus, people in low context cultures of the organization in retrieving and using knowledge will rely more on formal communications that can be that resides in OM. As well, they complicate the verbally expressed, while people in the high context design of the mnemonic layer of an OMIS, i.e., the cultures will rely on context variables such as individ- layer intended to support the processes involved in ual background and associations [16]. This distinction using the OM. As a result, organizations might not be implies that the effective application of technology to able to attain the potential benefits of increased support organizational memory might be greater in effectiveness and performance that can be associated low- context cultures and more challenging in high with effective OMIS [25]. context cultures. This paper explores how technology can be used to A second problem concerns the locations of knowl- overcome the above problems and proposes a con- edge. OM generally resides in five different types of ceptual design for an information system intended to retainers [28]: Individuals, who retain knowledge in support effective management and use of organiza- their memory stores or in their belief structures, tional memory. We base our approach on the obser- values, or assumptions; culture that stores knowledge vation that small workgroups—called communities of in language, shared framework, symbols, and stories; practice—are usually efficient in their communication transformations, procedures, and rules, which include and sharing of collective knowledge, even when the embedded knowledge such as the logic behind them; knowledge is tacit [7,8]. Therefore, to gain a better structure and roles that represent the organization’s understanding of possible ways to overcome the perception of the environment, and social expect- barriers for efficient OM management, we examine ations; and finally, the physical settings of the work- the processes involved in the management of the place represent knowledge about status hierarchy and collective memory of smaller workgroups. In partic- D. Nevo, Y. Wand / Decision Support Systems 39 (2005) 549–562 551 ular, we use the concept of transactive memory When new knowledge enters the group, it is systems that has been developed to explain how allocated to the person who is perceived by the group individuals in small workgroup form a collective as the expert on the topic. This expertise differentia- memory [18,30,31]. We propose what the barriers to tion can develop naturally within the group or be extending transactive memory mechanisms to the imposed by defining roles and allocating responsibil- whole organization might be, and suggest how the ities. For example, a hotel reservation manger is use of technology can help to overcome these barriers. formally responsible for knowledge related to the In Section 2 the next section, we review the trans- reservations and guests of the hotel. However, she active memory literature. In Section 3, we propose an may also develop an interest in technological innova- extension of transactive memory systems to large tions and therefore become the informal expert on groups with the help of information technology. In new technologies that may be useful for the hotel. In Section 4, we examine the potential benefits of such either case, relevant knowledge that enters the orga- systems and provide some empirical support for these nization is allocated to her. benefits. Finally, Section 5 provides some conclusions Finally, a group member wishing to retrieve some and recommendations for future work. knowledge will first assess his or her own ‘‘feeling of knowing’’ on the topic and then—if necessary— will evaluate other group members that may possess 2. The transactive memory approach this knowledge. This again requires some evaluation of perceived expertise. For example, if the reserva- A transactive memory system is ‘‘...asetof tion manager would like to know

Load more