Important factors influencing organisational memory

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Memory loss and forgetting

With the boom in OM investigations in the late 1970s, the studies also included problems businesses were facing, including having too much information to be processed and memory loss (Girard & Allison, 2009; Henderson, 1996; Klein et al., 2007; Morgan & Root, 1979). It seems that memory loss is more prominent in organisations than individuals. The cost of duplicating information (from more than one individual in an organisation) is also much higher. This led to the investment in computer systems for organisations. Efforts were made to increase the availability of information (Morgan & Root, 1979).

The influence of organisational culture

Authors agree that organisational culture plays a major part in learning organisations, especially linking past experiences with decision-making (Berthon, Pitt & Ewing, 2001; Brown, Middleton & Lightfoot, 2001; Girard, 2009; Harré, 2001; Lehner & Maier, 2000; Spender, 1996; Walsh & Ungson, 1991). Stein (1989, p. xx) defines culture (related to OM) as “a feature of organisational life that co-determines its present and future via myths, stories and legends”. Culture further encodes values and ethics. Culture can actually be a storage mechanism. The manifestations of culture (including language, common conceptions, symbols, stories, myths and rumours) are passed on through organisational “generations”, resulting in some information being lost and enabling new interpretations. Knowledge is changed by social practices, but OM can also act as a record of cultural changes (Gibbons, Bali & Wickramasinghe, 2010).

The Influence of the individual

An important factor that influences the development and maintenance of OM is the individuals in the system (organisation). Sophisticated computer systems and information management systems have been developed, but many of these projects fail due to lack of commitment and motivation of individuals to contribute to OM and to create, share and use knowledge (Davenport, De Long & De Beers, 1998; Malhotra & Galletta, 2003; Ward, 2007; Weinberger, Te‟eni & Frank, 2008).

Language and communication as an expression of memory

Language is one of the expressions of culture that is linked to and houses the OM. Language and communication are also expressions of the values and norms and the unique characteristics of the organisation and its OM (Castor, 2005; Cooren & Fairhurst, 2005; Taylor & Van Every, 2000). As Krippendorff (1975) suggested, communication can transfer parts of the memory that are not available to the individual transferring it, but still contribute to and contain the OM. Behavioural memory includes non-verbal gestures and motions that can convey very strong, complex and long-term messages.

NGOs and organisational memory

The challenge faced by international NGOs that have well-developed OM (in the form of documented manuals, computerised global information systems, exchange visits, workshops) and an emphasis on learning is that the NGOs might see what they believe in (Edwards, 1997). Edwards uses the example of Save the Children, which has a strong child-centred approach and theory. They further capture lessons learned from projects and make them available internally as well as externally. The staff is, however, so busy with project work that even with good motivation and supporting computerised systems, they simply do not have the time to contribute to or use the information.

Leadership in NGOs

As with other organisations, leadership is very important for NGOs. For this study a leader is defined as a person who define and construct a reality and meaning through the articulation of a vision. This does not imply that the other members of the organisation do not contribute to the construction process, but leaders are those who manage meaning. In NGOs, the leaders often maintain relationships and interface with donors and funders. They are also often the brokers of meaning and knowledge and should be playing an increasingly important role in motivating organisations for learning (Britton, 2005; Bryman, 1996). The leadership in IOs is unique in that in the initial start-up phase of the organisation, the leader (mostly the founder of the organisation) is normally a charismatic leader focussed on commitment and competence. Aspects that should be incorporated are the issues around accountability and replacement or rotation of leaders (Carroll & Montgomery, 1987; Hirshman, 1984).

CONTENTS :

• CONTENTS
• LIST OF FIGURES
• LIST OF TABLES
• ABSTRACT
• ACKNOWLEDGEMENTS
• DECLARATION
• ABBREVIATIONS
• CHAPTER 1: INTRODUCTION
  • 1.1 Forgetting to remember
  • 1.2 Organisational memory
  • 1.3 Developmental phases and timing of events
  • 1.4 Research problem and objective
  • 1.5 Methodology
  • 1.6 Chapter layout
• CHAPTER 2: LITERATURE REVIEW
  • 2.1 The historical interest in memory
    • 2.1.1 Human memory
    • 2.1.2 Organisations: Learning and memory
      • 2.1.2.1 Learning organisations
      • 2.1.2.2 Definitions
• 2.2 Organisational memory
  • 2.2.1 The location and structure of organisational memory
  • 2.2.2 Organisational memory process
  • 2.2.3 Memory loss and forgetting
• 2.3 Important factors influencing organisational memory
  • 2.3.1 The influence of organisational culture
  • 2.3.2 The influence of the individual
  • 2.3.3 Language and communication as an expression of memory
  • 2.3.4 Individual and collective organisational memory
• CHAPTER 3: THEORY
  • 3.1 Metaphors
  • 3.2 Existing organisational memory theories
  • 3.3 Systems theory for researching organisational memory
  • 3.4 Alternative theory
• CHAPTER 4: METHODOLOGY: THE CASE STUDY
  • 4.1 Methodology
  • 4.2 Information gathering
    • 4.2.1 Appreciative approach
    • 4.2.2 Information sources
    • 4.2.3 Instruments
  • 4.3 Trustworthiness
  • 4.4 Data analysis and integration
  • 4.5 Ethical issues
  • 4.6 The researcher
• CHAPTER 5: PROJECT SUPPORT GROUP SOUTHERN AFRICA: HISTORY
  • 5.1 Project Support Group life cycle
    • 5.1.1 Background and main achievements of Project Support Group
    • 5.1.2 Life cycle
      • 5.1.2.1 Start-up phase (1986-1998)
      • 5.1.2.2 Expansion in target territory (1988-2006)
      • 5.1.2.3 Expansion and consolidation in function and activities (1998-2002)
      • 5.1.2.4 Consolidation (2002-2007)
      • 5.1.2.5 Close-out (2007-2008)
• 5.2 Body of knowledge
  • 5.2.1 Main components of the body of knowledge
• 5.3 Implications for studying the organisational memory
• CHAPTER 6: TEMPORAL CHANGES IN THE ORGANISATIONAL MEMORY OF PROJECT SUPPORT GROUP
• CHAPTER 7: MAIN THEMES, CONCLUSIONS AND RECOMMENDATIONS

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