A framework for the ontological representation of organizational memory

An organization's ineffective use of knowledge may negatively impact the economy, government, and society at large. Knowledge creation and exchange are crucial to human expansion and serve to increase understanding among peoples both internal and external to organizations. This case study investigated organizational knowledge creation and composition within a Fortune 500 energy company. A qualitative design was used in investigating (a) how tacit knowledge is created; (b) how tacit knowledge elements relate to organizational memory; and (c) in evaluating a generalized framework of organizational memory. This study was conducted within a Houston-based Corporate 500 energy company with a workforce of approximately 11,000. Data collection procedures included a triangulation of in-depth interview, survey schedule, and systematic observation. The results revealed organizational knowledge creation is a continuous process of informal social exchange events governed by multiple internal and external factors. These factors were found to both positively and negatively influence the sharing and structure of organizational knowledge. The data analysis yields a model of organizational knowledge creation and a generally applicable framework of organizational memory. This study's conclusions may be applied to increase the understanding of organizational knowledge creation and provide a foundation for more effective knowledge use beyond organizational boundaries. Positive social change maybe fueled by increasing society's recognition and use of tacit knowledge. Society's collective can only benefit from maximizing the potential of non-explicit knowledge. This research suggests a framework in support of achieving a more structured approach to the capture and exchange of tacit knowledge.