Örgüt belleğinin kapsamı ve etkileri uzerine nitel bir araştırma

Örgüt belleği, işletmenin geçmişinden ve bir bütün olarak öğrendiklerinden elde ettiği bilgiyi depoladığı sistemlerin adıdır. Örgüt belleğini geliştirmek ve bu yolla bilgi kullanımını etkinleştirmek, işletme performansını artırmak için gereklidir. Bilginin tutulduğu örgüt belleği sistemi bireylerin bellekleri ve kullanılan teknolojik depolama araçlarından oluşmaktadır. Bunun yanında, örgüt kültürü, bireylerin bilgi elde etmesi kadar bu bilgiyi paylaşarak örgüte mal etmesi ve kodlayarak kayıt altına almasını da belirlemektedir. Bu bakımdan örgüt belleğinin etkinliği, bireylerin ve teknolojik yapıların uyumlaştırılmasına ve kültürün bu anlamda oynadığı role bağlıdır. Bu çalışmada, örgüt belleği teorik olarak tanımlanmakta, kapsamı ve etkileri bir örnek işletme üzerinden tespit edilmeye çalışılmaktadır. Örgüt belleğinin bireyden bireye bilgi aktarımı ve bireysel belleklerde bilgi depolama ile birey-teknoloji etkileşimi çerçevesinde ortaya çıkan bilgi paylaşma ve depolama işlevleri açıklanmaktadır. Bu işlevler doğrultusunda, konaklama sektöründe lider konumundaki bir örnek işletmenin uygulamaları ve bilgi işleme süreçleri incelenmekte, örgüt belleği kavramı somutlaştırılmaya çalışılmaktadır. Örgüt belleğinin etkileri bulgular doğrultusunda ortaya koyulmaktadır.

A qualitative research on the scope and effects of organizational memory

Organizational memory is a construct which facilitates storing and reusing of knowledge. The development of organizational memory and more effective knowledge using are very crucial for increasing business performance. The knowledge was stored in memories of individuals and in databases. Organizational culture determines the information acquisition, dissemination and also storing. Thus, the adaptation of individual and technological instruments and the role of culture was taken in this context are very crucial. In this study, the construction of organizational memory identified and scope of the memory determined by inspecting the processes in a hotel enterprises. Two different aspects of organizational memory; the process of knowledge storing in the individual memories by personal interactions and knowledge storing in the databases by individual-technology interactions are criticized. The applications of a hotel related these factors are analyzed and phenomenon is tried to concretize. Findings on the effects of organizational memory are discussed.

___

  • 1. AKGUN, A.E., GARY, S.L. ve YILMAZ, C. (2006), Learning process in new product development teams and effects on product success: a socio-cognitive perspective, Industrial Marketing Management, 35, 210-234
  • 2. ANNIN, B. H. (2005), Organizational memory: an important concept within the praxis of organizational and adult learning, Midwest Academy of Management Annual Conference: Collaborative Improvisation: The Playful Intersection of Jazz and Work, March 31.04.2005, Erişim:20.08.2005, http:// cobacourses.creighton.edu/MAM/2005/papers/Hancock%20 Annin.doc
  • 3. BAKER, W.E. ve SINKULA, J.M. (1999a), Market orientation, learning orientation and product innovation: Integrating and extending models of organizational performance, Journal of Market-Focused Management, 4, 295-308
  • 4. BAKER, W.E. ve SINKULA, J.M. (1999b), The synergistic effects of market orientation and learning orientation on organizational performance, Academy of Marketing Science, 27 (4), 411-427
  • 5. BERTHON, P., PITT, L.F. ve EWING, M.T. (2001), Corollaries of the collective: the influence of organizational culture and memory development on perceived decision-making context, Journal of Academy of Marketing Science, 29 (2), 135-150
  • 6. BUSINESSWEEK (2009), “2009 best places to launch a career”, Erişim: 16.09.09, http://www.businessweek.com/careers/first_jobs/2009/27.htm
  • 7. CHEN, J.Q., Lee, T.E., ZHANG, R. ve ZHANG, YJ. (2003), System requirements for organizational learning, Communications of the ACM (Association for Computer Machinery), 46 (12), 73-78
  • 8. CROASDELL, D.T. (2001), Learning organizations: it’s role in organizatinal memory and learning, Information Systems Management, 18 (1), 8-11
  • 9. ÇAM, S. (2002), Öğrenen Organizasyon ve Rekabet Üstünlüğü, Papatya Yayıncılık
  • 10. FARRELL, M.A. ve OCZKOWSKI E. (2003), Are market orientation and learning orientation necessary for superior organizational performance, Journal of Market-Focused Management, 5: 197-217
  • 11. HAYES, D.K. ve NINEMEİER, J.D. (2009), Human Resource Management in the Hospitality Industry, John Wiley and Sons, New Jersey
  • 12. HUBER, G.P. (1991), Organizational learning: the contributing processes and the literatures, Organization Science, 2 (1)
  • 13. HULT, G.T.M., FERRELL, O.C. ve HURLEY, R.F. (2002), Global organizational learning effects on cycle time performance, Journal of Business Research, 55, 377-387
  • 14. HYATT (2009), About Hyatt, Erişim: 28.08.2009, http://www.hyatt.com/ hyatt/about/index.jsp
  • 15. HYATT REGENCY ISTANBUL (2009), Hotel overview, Erişim: 28.08.2009, http://istanbul.REGENCY.hyatt.com/hyatt/hotels/index.jsp
  • 16. JENNEX, M.E. ve OLFMAN L. (2008), A model of knowledge management success Jennex, M.E. (der.) Current Issues in Knowledge Management içinde, Information Science Reference, New York, 34-53
  • 17. JONES, M.C., CLINE, M. ve RYAN, S. (2006), Exploring knowledge sharing in ERP implementation: an organizational culture framework, Decision Support Systems, 41, 411-434
  • 18. KÖKLÜ, N. (1994), Örnek olay çalışma metotları, Ankara Üniversitesi Eğitim Bilimleri Fakültesi Dergisi, 27(2), 771-779
  • 19. LAMON, M. ve SAHOTA, P.S. (2004), Organizational culture as a knowledge repository for ıncreased innovative capacity, Technovation, 24, 483-498
  • 20. MOORMAN, C. (1995), Organizational market ınformation processes: cultural antecedents and new product outcomes, Journal of Marketing Research, 32, 318-335
  • 21. MOORMAN, C. ve MINER, A.S. (1998), Organizational improvisation and organizational memory”, Academy of Management Rewiev, 23 (4), 698-723
  • 22. MORGAN, R. E. ve TURNELL, C.R. (2003), Market-based organizational learning and market performance gains, British Journal of Management, 14, 255-274
  • 23. NARVER, J.C., SLATER, S.F. ve TIETJE, B. (1998), Creating a market orientation, Journal of Market Focused Management, 2, 241-255
  • 24. NEVO, D. ve WAND, Y. (2005), Organizational memory information systems: a transactive memory approach, Decision Support Systems, 39, 549-562
  • 25. PROBST, G. ve BÜCHEL, B. (1997), Organizational Learning: The Competitive Advantage of the Future, Prentice Hall
  • 26. SIMON, H.A. (1991), Bounded rationality and organizational learning, Organization Science, 2 (1)
  • 27. SINKULA, J.M., BAKER, W.E. ve NOORDEWIER, T. (1997), A framework for market-based organizational learning: linking values, knowledge, and behavior, Journal of The Acedemy of Marketing Science, 25 (4), 305-318
  • 28. SLATER, S.F. ve NARVER, J.C. (1995), Market orientation and the learning organization, Journal of Marketing, 59 (3), 63-75
  • 29. TALEO (2007), Taleo case study: Hyatt Hotels Corporation, Erişim: 05.09.09, http://www.taleo.com/customers/case-studies/HyattHotels_CS_0409- FINAL.pdf
  • 30. TEARE, R.E. (1998), Interpreting and responding to customer needs, Journal of Workplace Learning, 10 (2), 76-94
  • 31. TRAVEL&LEISURE (2009), 45 Best New Hotels in 2009, Erişim: 03.09.09, http://www.travelandleisure.com/slideshows/best-new-hotels-2009/42
  • 32. TYNJALA, P. (2008), Perspectives into learning at the workplace, Educational Research Review, 3, 130-154
  • 33. VIGNETTE (2009), Customer story: global Hyatt Corporation Hotels, Erişim: 03.09.09, http://www.vignette.com/dafiles/docs/Downloads/CS-Hyatt- Corporation.pdf
  • 34. WALSH, J.P. ve UNGSON, G.R. (1991), Organizational memory, Academy of Management Rewiev, 16 (1), 57-91.