Organizational memory effects on productivit

This dissertation explored the relationship between organizational memory (OM) and knowledge worker productivity. An in depth case study investigated the proposition that information systems (IS) for knowledge workers are more likely to improve productivity if they integrate OM support functions into the organizational IS. As expected, support was found for this proposition.;Data was collected using a survey of the organization (the Station Technical Unit of a nuclear generating station), selected interviews with twenty-one workers, participant observation, and document review. Tools and models for measuring productivity were adapted from the IS literature. The OMIS was modeled using the SHAMAN model proposed by Auramaki and Kovalainen (1994). The model was useful for determining what comprised the OMIS, but not for comparing or evaluating OMISs.;Thompson, Higgins, and Howell's (1991) instrument of worker perceptions was used to predict information system (OMIS) usage. Sanders' (1984) use of success factor criteria to determine the effectiveness of an IS was adapted to determine the effectiveness of the OMIS. Quinn and Rohrbaugh's (1983) competing values model to determine the effectiveness of an OMIS was also used.;Individual productivity was found to be based on qualitative, quantitative, competency, and client satisfaction factors. The ability to use OM and the OMIS was found to be a basic competency. Evidence indicates that integrating OM functions increased individual productivity. Since these integrated functions have been added to the organizational IS, organizational productivity increased, although this was partly attributed to good organizational decision making.;The study also evaluated the capabilities of the instruments to specifically evaluate the impacts of OMIS on individual and organizational productivity. The worker perceptions and success factor criteria instruments provided reliable measurements. However, it was found that the competing values model can be improved by adding a function that evaluates reliance on self memory, and by including evaluation of OMIS component integration.;The key conclusion of the study is that memory happens. Planned or unplanned, individuals and organizations will find ways to remember past decisions and events. Planned memory works better than unplanned, which supports the need to model organizational IS requirements and identify OM needs.