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The communicative view on organizational memory: power and ambiguity in knowledge creation systems

Presents a new approach to conceptualizing organizational memory and memory-support systems. Organizational power structures are shown to have implications for semantic ambiguity in memory-support systems, and it is claimed that a communicative view on organizational memory is needed to support organizational learning and innovation processes that create new knowledge. The paper discusses organizational interactions that sustain organizational memory, and the role of computer-mediated communication in building organizational memory support. A simple model of knowledge flows is described and used to generate propositions about design requirements for memory-support systems.