Organizational memory: a qualitative research study on a multi-cultural organization

Şen, Cem; Arun, Korhan; Okun, Olcay

doi:10.1108/k-08-2021-0783

Cited by 10 publications

(4 citation statements)

References 131 publications

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“…However, H5 and H5a support that EC increases sensing capability and DCs overall. This can be logical from the conceptual view of DCs that sensing the environment and managers must acquire extended and broader mnemonic frames (Sen et al , 2021; Suddaby et al , 2020). This result is compatible with the notion of Eisenhardt and Martin (2000) that DCs cannot be memorized, which means problems of improving DCs rooted in the improvisation of the managers.…”

Section: Analysis and Resultsmentioning

confidence: 99%

Orchestration of the complex environmental context: how does strategic management affect and dynamic capabilities mediate performance?

ÖZMUTLU

Arun²

2022

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PurposeThis paper aims to understand better how strategic management (SM) affects organizational and operational performance by examining the mediating role of dynamic capabilities (DCs) in complex environments.Design/methodology/approachThis study uses a survey of a sample of managers (n = 480) from each logistics firm and applies structural equation modeling to determine the relationships among variables.FindingsThe analyses identify SM directly and DCs as a mediator significant antecedent for the operational performance; further, environmental complexity shows an impact as a significant factor on both variables.Research limitations/implicationsOne of the managerial implications is that acquiring-sensing the environment should be orchestrated to be effective.Originality/valuePrevious DC literature studied underdeveloped DCs in complex environments and ignored the manager’s role as a connection between the environment and the firm. This paper contributes to the topic in three important ways: first, it clarifies the operational performance from the combination of the design of the DCs and the SM characteristics within the complex environment; second, the paper specifies that microfoundations of DCs are essential in the drive’s differences in the performance of the firms; and third, it clarifies regarding the role of the complex external environment rather than dynamic ones.

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Section: Analysis and Resultsmentioning

confidence: 99%

Orchestration of the complex environmental context: how does strategic management affect and dynamic capabilities mediate performance?

ÖZMUTLU

Arun²

2022

Self Cite

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“…Despite all the previously discussed memory benefits, researchers have also postulated some negative roles of its use (Chang and Cho, 2008;Lee et al, 2017). Misusing memory can lead an organisation or chain to unsatisfactory results if achieved memory is not critically analyzed for reuse in the current context (Sen et al, 2021;Walsh and Ungson, 1991). Memory is also associated with rigidity (Newey and Zahra, 2009).…”

Section: The Moderating Effect Of Covid-19 Disruptionmentioning

confidence: 99%

The impact of using digital technologies on supply chain resilience and robustness: the role of memory under the covid-19 outbreak

Alvarenga

Oliveira

2023

SCM

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Purpose This paper’s main aim is to check the mediating effect of supply chain memory in the relationship between using digital technologies and both supply chain resilience and robustness. In addition, the impact of the COVID-19 disruption was tested as a moderator of the impact of supply chain memory on supply chain resilience and robustness. Design/methodology/approach Altogether, 257 supply chain managers answered the questionnaire, and data were analysed through structural equation modelling. Findings This paper contributes to theory and practice by demonstrating that the experience, familiarity and knowledge to deal with disruptions partially mediate the relationship between digital technologies, resilience and robustness. Moreover, our results show that memory is less efficient for the supply chain to maintain an acceptable level of performance in case of a new extreme disruptive event like COVID-19. The full model was able to explain 36.90% of supply chain memory, 41.58% of supply chain resilience and 46.21% of supply chain robustness. Originality/value The study helps to understand how to develop supply chain memory, positioning digital technologies as an antecedent of it. The impact of supply chain memory on supply chain resilience and robustness is proved. Knowledge about the impact of industry 4.0 technologies on disruption management is quantitatively improved. It demonstrates that digital technologies impact resilience and robustness mainly through supply chain memory. The study proves that supply chain memory is less efficient for the chain remains effective when a non-routine disruptive event occurs, but it is still imperative to recover from it.

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“…An organizational transformation is considered the superior form or organizational change, which permits companies to face environmental challenges, plan courses of action, identify their initial state (diagnostic), in order to later identify their final state (objectives and scope). This implies attending to and intervening in all parts of the organization: the culture (Sen et al ., 2021), processes, strategy and structure.…”

Section: Introductionmentioning

confidence: 99%

The contribution of strategic design, as intellectual capital, to organizational transformation

Gallego Giraldo,

Calderon-Hernandez

2023

JOCM

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PurposeThe present document presents the possible contributions of strategic design to organizational transformation, as a part of business intellectual capital.Design/methodology/approachA case study from a Colombian family business group, with three business units, industrial, commercial and service, were used. Interviews regarding critical events and semi-structured interviews were employed. Data were processed with NVivo software.FindingsIt was found that abductive, empathetic and creative competencies (human capital) that may facilitate the comprehension of nature, needs and alternatives to be employed in organizational change processes. Further, the importance of the participative design approach in co-creation, with interest groups, transformation projects (relational capital), and design thought, as a methodology for the implementation of the preceding (structural capital), was identified.Research limitations/implicationsThe results revealed, in this case, suggest several future investigative routes. Firstly, increased empirical research, based on this proposal, is suggested. Specifically, it would be relevant to perform causal studies that report the contribution of each of the components of strategic design to the diverse organizational transformation processes. A third line of investigation might include delving into certain relationships that have already been identified, but require further comparison. One of these might be the role of design thought as a method to perform specific organizational transformation projects.Practical implicationsAs a result of the present investigation, a model is established (see Figure 2) which may be useful to companies to address organizational transformation, capitalizing on the benefits offered by strategic design. In summary, the proposal considers four phases (see the central circle in Figure 2). Phase 1: understanding organizational occurrences and situations, the basis upon which to determine the nature of an organizational transformation. This activity alludes to the work that is collaboratively managed with different interest groups, in the systematic comprehension of the business organizational transformation chain of events. Phase 2: determining the path to be followed or the route for collaborative action. Doing so in participative fashion permits the representation of a diversity of ideas and opinions on a given problem/potential identified in the preceding process. This stimulates and strengthens the creative competency in company personnel (Jeffries, 2007). If this competency is incorporated into the corporate culture, differential factors may be established, in an environment with broad competency, thus achieving transformations appropriate for a competitive environment.Social implicationsCo-creation, the central axis of the organizational transformation process. At the base of all organizational transformation processes is an approach focused on human beings, whose principal questions include: What place do individuals have in strategic problem resolution, like those of organizational transformation, in companies? How are human competencies strengthened when applied to organizational transformation processes? What types of ties are made, beyond the establishment of natural relationships (work, purchase, sell), with interest groups? And most importantly: How do they achieve the construction of new business realities together? To do this, participative and co-creative methods must be employed as a scenario to jointly achieve multiple satisfaction realities, in which understanding the essence of the participative design approach becomes meaningful (Jones, 2015).Originality/valueDesign thought, as a methodological proposal for organizational transformation projects. The use of inspiration, ideation, and implementation stages, iteratively and permanently, is suggested. Continuous review of the point of departure, the path trodden and the goals to be achieved should be prioritized, such that they may act as compasses for organizational transformation, considering strategic design to be a key motor (Yee et al., 2017).

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Organizational memory: a qualitative research study on a multi-cultural organization

Cited by 10 publications

References 131 publications

Orchestration of the complex environmental context: how does strategic management affect and dynamic capabilities mediate performance?

Orchestration of the complex environmental context: how does strategic management affect and dynamic capabilities mediate performance?

The impact of using digital technologies on supply chain resilience and robustness: the role of memory under the covid-19 outbreak

The contribution of strategic design, as intellectual capital, to organizational transformation

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