Focus On Organisational Memory As An Enabler And Constrainer Of Innovation In Knowledge Management

Abstract

Knowledge Management and Innovation have a co-dependent relationship which when understood can lead to the enhancement of organisational sustainability, effectiveness and competitive advantage. Organisational memory is the critical premise on which both knowledge management and innovation rely. However, this premise can both be enabling and constraining in making advances in knowledge management and in its innovation thereof.

The purpose of this article is to explore the extent to which organisational memory enables and constrains innovation in knowledge management. This article uses a real life case study to illustrate the manner in which organisational memory can both be constructive and destructive in making advances in innovating knowledge management. The interplay between innovation and knowledge management is covered but the focus resides in exploring the impact of organisational memory on this interplay.