Corporate memory dynamics in project-based organizations (PBOs): multiple case study in Brazilian engineering design firms and a framework proposal

Abstract

Purpose This study aims to investigate how the processes of memory acquisition, retention, retrieval and application occur in project-based organizations (PBOs). In this kind of organization, the nature of corporate memory is influenced by the transience, uniqueness and independence of the project portfolio. Such understanding may help practitioners to mitigate the effects of project transience and promote knowledge sharing among project teams. Design/methodology/approach An empirical and qualitative study was carried out through a multiple case study approach conducted in three Brazilian Engineering Design Firms, which are organized by projects. Document analysis, direct observation and semi-structured interviews with engineers, project managers and executives were conducted. Findings The memory acquisition process takes place in five forms which have different sources and destinations when comparing PBOs with traditional organizational settings. Memory retention in PBOs crosses organizational boundaries and establishes a knowledge network of former employees and third parties. The PBOs project memory can be divided into volatile and perennial memory, where the former can be lost throughout project execution and the latter is internalized, becoming an inseparable part of the corporate memory. Memory retrieval in PBOs is also distinct since it has particular mechanisms depending on whether the knowledge is technical or administrative. Originality/value The research investigates the corporate memory processes within the volatile context of PBOs in a Latin-American developing country whose culture favors tacit knowledge exchange. The paper proposes a framework that unveils different patterns of knowledge acquisition, temporary and perennial retention structures, intensive usage of external knowledge in memory retrieval and particular memory applications in PBOs. The framework may guide scholars, project managers, engineers and practitioners in navigating through the uniqueness of organizational learning flows and structures in PBOs

How project knowledge management develops volatile organizational memory

“…Clique ou toque aqui para inserir o texto. This type of learning resulted in a corporate memory that was volatile and unpredictable, as discussed by Barbosa, Carvalho, Choo, Versiani, and Pedron (2022). Additionally, the…”

Forms of Knowledge Transfer in IT Project Management

“…Changes in project duration and budget affect knowledge transfer in all projects. Barbosa et al (2022) recommend training, diverse teams, and focused meetings for knowledge transfer in project management. But cross-project knowledge transfer also depends on the type of knowledge and transfer methods (Waveren et al, 2017).…”

What are organisations even there for? A call for deeper double-loop learning

“…This challenge is particularly multiplied in the transient nature of PBOs where teams are short lived, reformed and projects rather than departments are the main unit of assessment and operation. The study by Barbosa et al (2022) aims to aid practitioners facing this situation by exploring in what specific ways organisational memory does function through studying forms of acquiring, storing, retrieving and applying knowledge in PBOs. Practitioners should note the useful and thorough organisational memory framework for PBOs (see Figure 1 in Barbosa et al , 2022) that helps understand all the different ways knowledge is retained and used in the volatile context of project work.…”

“…The study by Barbosa et al (2022) aims to aid practitioners facing this situation by exploring in what specific ways organisational memory does function through studying forms of acquiring, storing, retrieving and applying knowledge in PBOs. Practitioners should note the useful and thorough organisational memory framework for PBOs (see Figure 1 in Barbosa et al , 2022) that helps understand all the different ways knowledge is retained and used in the volatile context of project work. One of the key issues is that PBOs might not even conceptualise something as an aspect of organisational memory explicitly, such as a common practice of contacting a previous employee or team member to help with a current similar project.…”

“…But a deep value-driven double-loop learning re-examining the purpose of each organisation in the current society is needed. This article summarises key implications for practitioners from articles included in this Issue 4, starting from double feature by Somaskandan, Arulandu, and Parayitam (2022a, 2022b) exploring individual learning, organisational learning and organisational commitment elements; Barbosa, Carvalho, Choo, Versiani, and Pedron (2022) exploring organisational memory in project-based organisations (PBOs); Acharya and Mishra (2022) interviewing Prof Eric Tsang on organisational unlearning; Rubin and Ohlsson (2022) investigating interim managers (IMs) impact on OL; Avby (2022) offering pragmatist perspectives on ambidextrous organisations and finishing with a study on US higher education institutions (HEIs) response to COVID19 early pandemic and how it affected their learning. This implications paper is structured around the themes of changing organisational commitment, organisational memory and the balance between different types of learning in times of change.…”