Free Open Access Journal
Dynamic Relationships Management Journal
Next issue will be published in November 2019
(deadline for paper submission is March 31st 2019)
Ljubljana, December 2018
indexed with and included in: DOAJ database, Norwegian Social Science Data Services (NSD), Ulrichsweb, Google Scholar, recently accepted to be indexed in the Scopus database.
CALL FOR PAPERS
The Dynamic Relationships Management Journal (DRMJ) is inviting contributions for upcoming issues.
Special Issue: Remind Me to Forget: Managing Forgetting in Organizations
Guest Editor: Ana Aleksić Mirić, Faculty of Economics, University of Belgrade, email@example.com
Organizational learning and knowledge management research and practice have gone through a remarkable transformation in the last thirty years. A review carried out by Crossan & Guatto (1996) shows that in the 1960s only 3 papers on organizational learning were published, whereas during the 1970s, the 1980s and the mid-1990s, there were as many as 64. In the course of the 2000s, interest in the field of knowledge management is becoming increasingly important (Zollo, Reuer & Singh, 2002). Lyles (2014) states that between 2001 and 2010, ISI/Web of Knowledge journals published 1,926 papers that included “knowledge creation” and “organization” among the key words. As a result, a significant body of knowledge was generated and different disciplinary perspectives were developed: we know much about the nature of organizational learning, different types of learning and learning mechanisms, the learning process itself, etc. However, something seems to be missing from the current discussions on organizational knowledge: the existing research is predominantly focused on learning per se, but real-life practice teaches us that companies don’t just learn; they also forget (Holan, Phillips, & Lawrence, 2004; Holan & Phillips, 2003; Hedberg, 1995).
The easiest way to understand the process of organizational forgetting is to compare it to individuals – intentionally or unintentionally, people forget, usually some issues they regard as less important or unimportant, but, eventually, they sometimes forget even very important things. Organizations also go through the process of forgetting. They forget intentionally or unintentionally, and consequently lose knowledge.
An intentional process of organizational forgetting happens often in situations when organizations must unlearn old patterns and previously acquired knowledge to acquire new knowledge and skills (Nystrom & Starbuck, 1984). This comes through the process of intentional organizational “unlearning” (Hedberg, 1995; Starbuck, 1996) and requires both behavioral and cognitive changes and that organizations change their ways of doing business and their understanding of the organization and its ways of functioning in the given environment. The loss of knowledge in organizations in this case comes from a purposefully led action of rejecting outdated ways of doing business.
On the other hand, organizational forgetting might also come as an unintentional loss of organizational knowledge, which might happen, for instance, as the effect of some crisis (computer memory crash, loss of documents or systems, unintentional loss of certain repositories, or unintentional loss of knowledge held by individuals). In this case, forgetting comes as an unintentional event which eventually confronts organization with the effects of the resources lost in the process. Forgetting occurs as a result of losing a particular resource in the organizational knowledge base. There are common cases, for example, in the process of organizational downsizing, when, for various reasons, loss of organizational knowledge occurs.
Macro challenges inspired by globalization and tremendous development of information technology have changed the world we knew, patterns of organizing, and standards of performance. Organizations have faced the challenge of fast learning, because the speed of learning determined their survival; the learning within organizations needed to be at least equal to the level of external changes, if not greater, in order to enable organizational survival. Companies have invested much in the resent past to develop organizational capabilities, structures, systems, and processes that will enable them to learn fast. However, far less attention is given to developing capacities to unlearn what is not relevant anymore and organizational mechanisms that will help organizations forget past behavioral practices and ways of doing things.
In this Special Issue of the DRMJ we would like to invite scholarly discussion on the topic of organizational forgetting, its nature, practices, and importance for healthy business growth.
Possible research questions include, but are not limited to, the following:
- How is the process of organizational forgetting (OF) related to the process of organizational learning and knowledge acquisition, retention, and transfer?
- Can organizations be designed to successfully forget outdated practices? What organizational design mechanisms and systems could enhance and support this process?
- Should organizational forgetting be stimulated, and are there cases of organizational forgetting contributing to organizational health?
- How is organizational forgetting related to organizational culture? Can organizational culture be used in knowledge management to support the process of forgetting?
- Who are the key actors in the OF process? What is the role of the CHQ, CKO, or CIO? Who should be in charge and take care that outdated practices are abandoned at the right moment?
- What is the role of HR department in this process and how can HR practices and policies prevent unintended forgetting by managing human capital?
- How is the exposure of the organization to interorganizational networks and alliances connected with the process of forgetting?
- What kinds of tools and practices can be used to manage OF? How are the OF tools and practices developed? Which kinds of tools and practices are more suitable in certain situations? What are the relationships between various tools and various outcomes?
- How does technology influence OF?
- And many other organizational forgetting-related topics that we did not cover.
We seek both theoretical and empirical papers, of qualitative and quantitative nature. Papers developed through case studies are in particular welcome, as well as papers presenting early research findings. We encourage joint work of academics and practitioners that could help bridge the potential gap between academia and practice by joining perspectives and points of view. Manuscripts can be submitted via email to the Special Issue Guest Editor Ana Aleksić Mirić (mailto:firstname.lastname@example.org) or to one of the editors of the DRMJ (Matej Černe, email@example.com; or Tomislav Hernaus, firstname.lastname@example.org) by March 31st 2019.
We are looking forward to receive your contribution!
President of The Slovenian Academy of Management