@article{deholan2004mof,
title = {{Managing organizational forgetting}},
author = {P.M. de Holan and N. Phillips and T.B. Lawrence},
journal = {MIT Sloan Management Review},
number = {2},
pages = {45--51},
volume = {45},
year = {2004},
description = {MBA-Change},
abstract = {Companies often focus on creating organizational processes and structures
that allow them to learn quickly. But recent research shows that
organizations must also effectively manage how they forget. The authors
present a new construct for companies to determine how best to remember
the knowledge they should and forget the knowledge they shouldn�t.
According to them, forgetting can be categorized along two dimensions.
The first differentiates between accidental and intentional forgetting.
The former is most often associated with the loss of valuable knowledge,
which thus reduces a company�s competitiveness. Intentional forgetting,
on the other hand, can benefit an organization by helping to rid
it of knowledge that has been producing dysfunctional outcomes. The
other dimension highlights the difference between knowledge that
is entrenched versus new. The two dimensions form a matrix that categorizes
the four types of organizational forgetting: 1. memory decay, 2.
failure to capture, 3. unlearning and 4. avoiding bad habits. Each
form is associated with a distinct set of processes and contexts
that result in a specific set of challenges. As such, each of the
four processes must be managed differently.},
timestamp = {2008.02.24}, owner = {test1},
keywords = {MBA change_management learning organizational_learning }
}
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