In praise of organizational forgetting

This article reviews and evaluates the concept of organizational forgetting. Drawing on established literature in the field of organizational learning, the authors analyze forgetting from three perspectives—cognitive, behavioral, and social. They argue a counterintuitive line that forgetting, in the right circumstances, can be beneficial for companies and demonstrate how the advantages and disadvantages vary according to the perspective adopted. The authors conclude with some practical suggestions about how companies can increase their ability to forget and also offer suggestions about the academic research agenda

Organizational theory development: Displacement of ends?

In this essay I argue that organization theory has witnessed a significant displacement of ends over the last 30 years. Whereas in the 1960s and 1970s the dominant goal of the discipline was achieving consensus on the validity status of theories, today the overriding goal appears to be development of new theory. Formerly new theory development was considered a means to the end of attaining consensus on theory validity, but was not the only activity deemed necessary to accomplish that goal. In addition, instrumental standardization and replication were viewed as important. The contemporary displacement of ends toward new theory development creates the paradox that organization theory today is both epistemologically simpler (in terms of the intellectual activity deemed desirable) and more complex theoretically than it was 30 years ago. I discuss the advantages and disadvantages of the displacement of ends toward new theory development in organization theory, and offer some possible remedies that are designed to reallocate priorities and resources toward the instrumentation, theory testing, and replication components of the research process. I also propose an agenda of future research in the history and sociology of organization science that would study the displacement of ends hypothesized here, with a view to improving our understanding of how organization theory has evolved and how its knowledge could be made more useful to managers

As if it were relevant : a systems theoretical perspective on the relation between science and practice

This article discusses the concept of research relevance from a systems theoretical perspective. Based on the claim that many scholars still think of relevance as something that can be achieved and enhanced by choosing the “right” measures (e.g., “user-friendly” writing style), the authors argue that such a perspective obscures the self-referential status of “science” and “practice” as social systems in society. Our systems theoretical discussion, which is based on the work of German sociologist Niklas Luhmann, shows that, strictly speaking, science cannot produce relevant knowledge prior to application. Instead, practice has to make scientific knowledge relevant by incorporating it into the specific logic of its system. We argue that such an integration of knowledge is only possible by first acting as if the offered knowledge were relevant and to then modify and extend it according to the idiosyncrasies of the system. We characterize these as-if assumptions as fictions and show their significance for rethinking the concept of relevance

Enhancing Information Usefulness by Line Managers' Involvement in Cross-Unit Activities

Organization and management scholars have long advocated that efficient use of information is critical for firms to compete successfully in the modern marketplace. This study examines whether the use of managerial cross-unit involvement in an organization enhances managers' propensity to use useful information provided by a functionally related unit in the organization. Senior line managers in a major global bank participated in our study in which they provided information related to their information processing and assessments of the usefulness of corporate audit information. We analyse the effect of line managers' prior involvement with Corporate Audit using Throughput Modeling. This model allows us to understand how line managers' cross-unit involvement influenced the way they process information received from Corporate Audit. Our results show that managers' cross-unit involvement positively influences their assessment of information from Corporate Audit in a way that influences their propensity to use information from that unit. The results indicate that cross-unit involvement is more than an effective means of transmitting information - it can also be used as a means of building boundary-spanning capabilities in managers.© The Author(s) 2011