By John P. Girard
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How organizational climate and structure affect knowledge management: the social interaction perspective. International Journal of Information Management, 27(2), 104-118. DeLong, D. W. (2004). Lost knowledge. Oxford: Oxford University Press. DeLong, D. W. & Fahey, L. (2000). Diagnosing cultural barriers to knowledge management. Academy of Management Executive, 14(4), 113127. Humphrys, J. (2004). Lost for words. London: Hodder & Stoughton. Kida, T. (2006). Don’t believe everything you think. Amherst, NY: Prometheus Books.
Watson, D. (2003). Death sentences. London: Penguin Books. Zerubavel, E. (2006). The Elephant in the Room. Oxford: Oxford University Press. 17 18 Chapter II Downsizing and Building Organizational Memory: A Paradoxical Relationship between “Brain-Drain” and “Brain-Gain” Nicholas N. Bowersox TUI University, USA ABSTRACT Recent business practices over the past decade have been tainted with corporate restructuring strategies such as downsizing, reorganizations, and job redesigns. With the hopes of increasing efficiency, gaining productivity, and reducing costs, many companies have participated in such efforts.
This literature evolved with the rise of the pop genre in the 1980s, although there is a scholarly variant that dates back to the late 1960s. In contrast, the organizational climate literature was launched in the late 1930s, specifically Lewin et al. (1939). Historically, this literature has been broader in scope and more quantitative. Today, the notions of organizational climate and organizational culture tend to be used interchangeably in management parlance, with climate used less. , a “climate of fear and intimidation” and a “climate of hostility and intolerance”).
Building Organizational Memories: Will You Know What You Knew? (Premier Reference Source) by John P. Girard