dc.creator | Cegarra-Navarro, Juan Gabriel | es |
dc.creator | Martelo-Landroguez, Silvia | es |
dc.date.accessioned | 2020-09-03T19:34:01Z | |
dc.date.available | 2020-09-03T19:34:01Z | |
dc.date.issued | 2020 | |
dc.identifier.citation | Cegarra-Navarro, J.G. y Martelo-Landroguez, S. (2020). The effect of organizational memory on organizational agility: Testing the role of counter-knowledge and knowledge application. Journal of Intellectual Capital, 21 (3), 459-479. | |
dc.identifier.issn | 1469-1930 | es |
dc.identifier.uri | https://hdl.handle.net/11441/100705 | |
dc.description.abstract | Purpose: Intellectual capital includes what employees know, and the agility to search and
retrieve knowledge (organizational agility). Organizational agility could be seen as the
result of using validated routines and protocols (knowledge application), but also as the
result of using unproven theories, rumours, colloquial expressions or sayings (counterknowledge), which means that organizational memory may enable both the application
of good knowledge and the mitigation of counter-knowledge. This study examines the
links between a firm’s organizational memory, counter-knowledge, knowledge
application, and organizational agility.
Design/ Methodology/ Approach: Using SmartPLS 3.2.8 in a sample of 112 companies
the following questions were addressed: Does the improvement of organizational memory
result in the growth of organizational agility? Does the growth of counter-knowledge and
knowledge application at the same time hinder the enhancement of organizational agility?
Findings: The results support that organizational memory not only enhances the
application of gained knowledge, but also allows the spreading of rumours, gossip, and
inappropriate or false beliefs (counter-knowledge). Furthermore, results support that the
knowledge that emerges from the development in parallel or simultaneous of counterknowledge and knowledge application provides bad references, which will lead to a
degradation of organizational agility.
Practical implications: When supporting organizational agility, managers should be
conscious of the urgency of counteracting the misuse of counter-knowledge.
Originality/ Value: These findings make an important contribution to what is potentially
a barrier to innovation and creativity, helping managers overcome the problems
associated with misunderstandings or wrong assumptions derived from counterknowledge. | es |
dc.format | application/pdf | es |
dc.format.extent | 21 pg. | es |
dc.language.iso | eng | es |
dc.publisher | Emerald | es |
dc.relation.ispartof | Journal of Intellectual Capital, 21 (3), 459-479. | |
dc.rights | Attribution-NonCommercial-NoDerivatives 4.0 Internacional | * |
dc.rights.uri | http://creativecommons.org/licenses/by-nc-nd/4.0/ | * |
dc.subject | Organizational memory | es |
dc.subject | Knowledge application | es |
dc.subject | Counter-knowledge | es |
dc.subject | Organizational agility | es |
dc.subject | Intellectual capital | es |
dc.subject | PLS-SEM | es |
dc.title | The effect of organizational memory on organizational agility: Testing the role of counter-knowledge and knowledge application | es |
dc.type | info:eu-repo/semantics/article | es |
dcterms.identifier | https://ror.org/03yxnpp24 | |
dc.type.version | info:eu-repo/semantics/acceptedVersion | es |
dc.rights.accessRights | info:eu-repo/semantics/openAccess | es |
dc.contributor.affiliation | Universidad de Sevilla. Departamento de Administración de Empresas y Comercialización e Investigación de Mercados (Marketing) | es |
dc.relation.publisherversion | https://doi.org/10.1108/JIC-03-2019-0048 | es |
dc.identifier.doi | 10.1108/JIC-03-2019-0048 | es |
dc.journaltitle | Journal of Intellectual Capital | es |
dc.publication.volumen | 21 | es |
dc.publication.issue | 3 | es |
dc.publication.initialPage | 459 | es |
dc.publication.endPage | 479 | es |