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The purpose of this paper is to examine the application of intelligent agents (IAs) in organizational memory systems within the larger schema of knowledge management (KM) strategies. This includes targeted roles of IAs in relation to institutional memory approaches.

A conceptual exploration of related sections of the Grundspenkis seven-layer intelligent enterprise memory framework that serves to identify, retain, deliver and reuse information for future utilization is conducted. Applications of IAs in multiple industries are presented to illustrate the conceptual model in practice.

This paper identifies arising roles that IAs perform in information search, retrieval and analysis in the organizational memory formation process and extensions that have emerged in a non-linear bi-directional form. These layered roles include obtaining and reapplying important information as part of extended human–machine cognition.

While exploratory and conceptual in nature, this research paper discusses IAs as possible components in the advancement of organization memory.

By analyzing the application of IAs in different industries, across select layers of a KM structure, groundwork is laid for both descriptive research (i.e. where and how artificial intelligence is being used in those industries) and prescriptive practice (i.e. how other industries can benefit from such assistance and what patterns of implementation to expect).

This study explores the role IAs play in helping knowledge workers gather, retain and find relevant information and how KM strategies may assist organizational memory.

In this article, we introduce a new concept in HERMES, the FP7 funded project in Europe, in developing technology innovations towards computer aided memory management via intelligent computation, and helping elderly people to overcome their decline in cognitive capabilities.In this project, an integrated computer aided memory management system is being developed from a strong interdisciplinary perspective, which brings together knowledge from gerontology to software and hardware integration. State‐of‐the‐art techniques and algorithms for image, video and speech processing, pattern recognition, semantic summarisation are illustrated, and the objectives and strategy for HERMES are described. Also, more details on the software that has been implemented are provided with future development direction.

The singular success of Louis V. Gerstner, Jr. in rescuing IBM from dismemberment and destruction in terms of his shifting the institutional memory of 300,000 employees from corporate politics to customer service focus, has been expalined memory management explain failures as well?

Chacko (memory management in survival decisions of corportions 1956‐2003, Barmarick Publications, UK, 2006) published a sequence of ordered procedures (protocol) of memory management: memory management disequilibria dimensions (MD)² protocol. This paper applies the protocol to the birth and death of the GO computer.

The memory management disequilibria dimensions (MD)² protocol analyzes accurately the Jerry Kaplan narrative of founding on August 14, 1987, the GO corporation to AT&T firing the last remaining employees of EO, the spin‐off of GO on July 29, 1994. (MD)² Step 1: Chief Ntrapreneur officer will to win became a casualty, founder CTO/CNO Kaplan reflecting that money wasn’t the problem, but loss of faith of the chief financial officer on the viability, of the Software VP on the development schedules, of the CEO on market momentum, and of the CTO/ECO on the “stick‐to‐itveness” of the new management team.

The habit patterns of thought and action that make a corporation/country unique are instructed/inscribed in individual/institional memory. This paper demonstrates that the (MD)² protocol explains both success and failure, providing a basis to make memory management effective.

Decision-making in human resources management is done at both the micro and macro level of organizations. Unfortunately, the decisions at each level are often executed without consideration of the other, and current theory reflects this issue. In response to a call for integration of micro- and macro-level processes by Huselid and Becker (2011), we review the extant literature on strategic human resources and high-performance work systems to provide recommendations for both research and practice. We aimed to contribute to the literature by proposing the incorporation of the situation awareness literature into the high-performance work systems framework to encourage the alignment of human resources efforts. In addition, we provide practical recommendations for integrating situation awareness and strategic decision-making. We discuss a process for the employment of situation awareness in organizations that might not only streamline human resources management but also result in more effective decisions. Additional considerations include implications for teams, boundary conditions (e.g., individual differences), and measurement.

The software virtual machine (SVM) concept is described as a methodology to reduce the manpower required to implement and maintain finite element software. A SVM provides the engineering programmer with high‐level languages to facilitate the structuring and management of data, to define and interface process modules, and to manage computer resources. A prototype finite element system has been successfully implemented using the SVM approach. Development effort is significantly reduced compared to a conventional all‐FORTRAN approach. The impact on execution efficiency of the SVM is described along with special procedures developed to minimize overhead in compute‐bound modules. Planned extensions of capabilities in the SVM used by the authors are outlined.

New product development (NPD) projects are strategically important for firms’ operations but suffer from high failure rates. Leadership is a key factor for project success. However, in contrast to positive project leadership, project managers’ knowledge hiding has received little attention. Drawing on the input-mediator-output (IMO) framework and model of work team resilience, we explored the effect of project managers’ destructive knowledge hiding (i.e. evasive hiding and playing dumb) on project team performance (i.e. efficiency and effectiveness) and the serial indirect effect through team psychological safety and transactive memory systems.

We conducted a time-lagged multiple-sourcing investigation of Chinese high-tech firms and tested the hypotheses using data collected from 105 NPD project teams.

Our findings demonstrated that project managers’ knowledge hiding negatively affects NPD project team performance and indirectly negatively affects transactive memory systems through team psychological safety. Moreover, project managers’ knowledge hiding exerts a negative indirect effect on team performance through team psychological safety and transactive memory systems in serial.

This study contributes to the literature on operations management (OM) by broadening our understanding of the connection between project managers' destructive knowledge hiding and the failure of NPD projects. In providing such insight, it also offers practical guidance for overcoming team-level obstacles arising from project managers' knowledge hiding.

Transactive memory systems (TMS) is a theory of group cognition which conceptualizes knowledge sharing and retrieval processes in groups by the use of a shared “directory”. This paper aims to review and analyze the literature and outline a set of requirements for an information system to support and facilitate TMS processes.

The author analyzed all TMS research literature in the SCOPUS and PROQUEST databases, mapping relevant observations about TMS to a TMS process model. These findings were then translated into functional requirements for a TMS information system (TMS‐IS).

A reasonable integration of information management functions into the TMS process model is possible. However, it was also found that social software functions for social networking, self‐disclosure and conversation are a necessary component of such a TMS‐IS.

The specification provides a useful consolidation of the research literature and a reliable point from which to commence design of a TMS‐IS. It is expected that basing these requirements on the research into social cognition will improve the functional fit of a TMS‐IS to group behavior and performance.

Although TMS is a cognitive theory based on knowledge sharing, there has been no analysis until now of the research literature specifically in order to derive specifications for a supporting software system.

The purpose of this paper was to explore individual- and firm-level antecedents of the ability of a manufacturing firm's personnel to collaborate and integrate knowledge for organizational resilience practices.

The authors apply hierarchical regression analysis to study a sample of 192 European industrial equipment manufacturers. Data for each firm are collected from surveys of two key informants in each firm, as well as from public sources.

Firms' personnel’s ability to integrate information and knowledge for organizational resilience practices was positively related with the extent of the head of manufacturing's network of personal contacts inside the firm. This effect was stronger in firms with more formalized job descriptions and clearly defined roles. The head of manufacturing's orientation to teamwork and cooperation impacted this ability only in firms that did not financially incentivize cooperation. The authors also found that cooperation incentives and role formalization directly relate to firms' personnel’s ability to integrate information and knowledge for organizational resilience practices.

The study proposes to study organizational resilience practices through a transactive memory systems lens. The study is also the first to link characteristics of individual managers to firm-level resilience practices by examining the antecedents of firms' ability to integrate information and knowledge to recover from operational disruptions. Furthermore, the study serves to enhance the knowledge of resilience practices by examining the role of firm-level antecedents and their interplay with characteristics of individual managers.

As a kind of knowledge-intensive team coordinated across physical distance, it is necessary to construct a meta-knowledge driven transactive memory system (TMS) for the knowledge management of distributed agile team (DAT). This study aims to explore the comprehensive antecedents of TMS establishment in DATs and considers how TMS establishment is affected by herding behavior under the artificial intelligence (AI)-related knowledge work environment that emerges with technology penetration.

The data derived from 177 students of 52 DATs in a well-known Chinese business school, which were divided into 26 traditional knowledge work groups and 26 AI-related task groups to conduct a random comparative experiment. The ordinary least squares method was used to analyze the conceptual model and ANOVA was used to examine the differences in herding behavior between the control groups (traditional knowledge work DATs) and treatment groups (DATs engaged in AI-related knowledge work).

The results showed that knowledge diversity, professional knowledge, self-efficacy and social system use had significantly positive effects on the establishment of TMS. Interestingly, the authors also find that herding behavior may promote the process of establishing TMS of the new team, and this effect will be more significant when AI tasks are involved in team knowledge work.

By exploring the comprehensive antecedents of the establishment of TMS, this study provided a theoretical basis for knowledge management of DATs, especially in AI knowledge work teams. From a practical perspective, when the DAT is involved in AI-related knowledge works, managers should appropriately guide the convergence of employees’ behaviors and use the herding effects to accelerate the establishment of TMS, which will improve team knowledge sharing and innovation.

Enterprise social media can be the organizational transactive memory in which the knowledge dialogue provides users with the metaknowledge to support knowledge transfer. The purpose of this study is to examine a mediation model to show how perceived critical mass, openness and affiliation climate affect organizational knowledge transfer through the mediation of improving the metaknowledge of who knows what and whom.

To test the mediation model and corresponding hypotheses, this study employs structural equation modeling analysis using 264 valid questionnaires.

The study found the two mediators fully explained the effects of the three preconditions on knowledge transfer.

These results help us to better understand the benefits of enterprise social media and the functions of transactive memory in organizations.