TY - CONF T1 - "Yeah, the Rush Ain'T Here Yet " Take a Break": Creation and Use of an Artifact As Organizational Memory T2 - Proceedings of the 36th Annual Hawaii International Conference on System Sciences (HICSS'03) Y1 - 2003 A1 - Christine A Halverson A1 - Mark S. Ackerman KW - dcog KW - distributed cognition KW - expertise sharing KW - information maintenance KW - information reuse KW - knowledge artifacts KW - resource evolution KW - socio-technical resources KW - trajectories of use AB -

important to understand how things become adopted as memory resources in organizations. In this paper, we describe the genesis and use of an artifact that became a memory resource for a wide range of activities. We discuss how the creation and use of the rush cheat sheet (RCS) and its associated representations at Dallas Ft. Worth TRACON brought together information and expert knowledge across organizational boundaries. Multiorganizational information became synthesized in a composite that could be used as a resource by the contributing organizations, acting as a boundary object. However, it is multiple representations of the same data that enable it to be so used. Using distributed cognition theory, we examined the conditions under which data transforms from an internal resource to a boundary object; speculating about domain generalization.

JF - Proceedings of the 36th Annual Hawaii International Conference on System Sciences (HICSS'03) UR - Complete ER - TY - JOUR T1 - Reexamining Organizational Memory JF - Communications of the ACM Y1 - 2000 A1 - Ackerman, Mark S. A1 - Halverson, Christine A. KW - dcog KW - distributed cognition KW - distributed cognition theory KW - field study KW - organizational memory AB -

Reconceptualizing how an interpersonal memory—particularly one including people and technology—may be defined.

After nearly 10 years of research, “organizational memory” (OM) has become overworked and confused. Burdened by a practical wish to reuse organizational experience, researchers have often ignored critical functions of an organization’s memory in order to focus on only a few methods for augmenting memory. It is time for a reexamination.

In this article we step back and investigate where memory exists currently within an organizational setting, rather than focusing on potential technical enhancements. In order to accomplish this we study OM within a telephone helpline that answers human-resource questions at a well-established Silicon Valley company

VL - 43 UR - Complete ER -