TY - JOUR A1 - Kluge, Annette A1 - Gronau, Norbert T1 - Intentional forgetting in organizations BT - the Importance of Eliminating Retrieval Cues for Implementing New Routines JF - Frontiers in psychology N2 - To cope with the already large, and ever increasing, amount of information stored in organizational memory, "forgetting," as an important human memory process, might be transferred to the organizational context. Especially in intentionally planned change processes (e.g., change management), forgetting is an important precondition to impede the recall of obsolete routines and adapt to new strategic objectives accompanied by new organizational routines. We first comprehensively review the literature on the need for organizational forgetting and particularly on accidental vs. intentional forgetting. We discuss the current state of the art of theory and empirical evidence on forgetting from cognitive psychology in order to infer mechanisms applicable to the organizational context. In this respect, we emphasize retrieval theories and the relevance of retrieval cues important for forgetting. Subsequently, we transfer the empirical evidence that the elimination of retrieval cues leads to faster forgetting to the forgetting of organizational routines, as routines are part of organizational memory. We then propose a classification of cues (context, sensory, business process-related cues) that are relevant in the forgetting of routines, and discuss a meta-cue called the "situational strength" cue, which is relevant if cues of an old and a new routine are present simultaneously. Based on the classification as business process-related cues (information, team, task, object cues), we propose mechanisms to accelerate forgetting by eliminating specific cues based on the empirical and theoretical state of the art. We conclude that in intentional organizational change processes, the elimination of cues to accelerate forgetting should be used in change management practices. KW - change management KW - multi-actor routines KW - business processes KW - knowledge management KW - organizational memory KW - situational strength Y1 - 2018 U6 - https://doi.org/10.3389/fpsyg.2018.00051 SN - 1664-1078 VL - 9 PB - Frontiers Research Foundation CY - Lausanne ER - TY - GEN A1 - Kluge, Annette A1 - Gronau, Norbert T1 - Intentional forgetting in organizations BT - the importance of eliminating retrieval cues for implementing new routines T2 - Postprints der Universität Potsdam : Wirtschafts- und Sozialwissenschaftliche Reihe N2 - To cope with the already large, and ever increasing, amount of information stored in organizational memory, "forgetting," as an important human memory process, might be transferred to the organizational context. Especially in intentionally planned change processes (e.g., change management), forgetting is an important precondition to impede the recall of obsolete routines and adapt to new strategic objectives accompanied by new organizational routines. We first comprehensively review the literature on the need for organizational forgetting and particularly on accidental vs. intentional forgetting. We discuss the current state of the art of theory and empirical evidence on forgetting from cognitive psychology in order to infer mechanisms applicable to the organizational context. In this respect, we emphasize retrieval theories and the relevance of retrieval cues important for forgetting. Subsequently, we transfer the empirical evidence that the elimination of retrieval cues leads to faster forgetting to the forgetting of organizational routines, as routines are part of organizational memory. We then propose a classification of cues (context, sensory, business process-related cues) that are relevant in the forgetting of routines, and discuss a meta-cue called the "situational strength" cue, which is relevant if cues of an old and a new routine are present simultaneously. Based on the classification as business process-related cues (information, team, task, object cues), we propose mechanisms to accelerate forgetting by eliminating specific cues based on the empirical and theoretical state of the art. We conclude that in intentional organizational change processes, the elimination of cues to accelerate forgetting should be used in change management practices. T3 - Zweitveröffentlichungen der Universität Potsdam : Wirtschafts- und Sozialwissenschaftliche Reihe - 127 KW - change management KW - multi-actor routines KW - business processes KW - knowledge management KW - organizational memory KW - situational strength Y1 - 2020 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:kobv:517-opus4-446022 SN - 1867-5808 IS - 127 ER - TY - THES A1 - Holtz, Johannes Niklas T1 - Civil servants’ commitment to change – a factor of success regarding the reform of public budgeting and accounting in the State of Brandenburg? T1 - Die Reformbereitschaft der Mitarbeiter – ein Erfolgsfaktor bei der Doppik-Reform in Brandenburg? N2 - This study investigates the reform of the public budgeting and accounting system (Doppik) in Brandenburg. On the one hand, this thesis aims to identify the key variables shaping employees’ commitment to change and, on the other hand, to examine the extent employees’ commitment to change influences the implementation process of the reform. The results of this study show that the commitment of civil servants towards the Doppik is primarily determined by the content, but also by the context of the reform. Moreover, it is revealed for the case of Brandenburg that civil servants’ affective commitment to change has a significant positive influence on the perceived success of the reform implementation. The results of the study are not only of high scientific importance, but also of practical relevance. The recommendations developed in this study offer grounded guidelines on how to successfully implement the Doppik on local level in Brandenburg. N2 - Diese Studie untersucht die Reform des öffentlichen Haushalts- und Rechnungswesens (Doppik) in Brandenburg. Zum einen ist das Ziel, die Schlüsselvariablen zu identifizieren, welche die Reformbereitschaft der Mitarbeiter determinieren. Zum anderen soll untersucht werden, inwieweit die Reformbereitschaft der Mitarbeiter den Umsetzungsprozess der Reform beeinflusst. Die Ergebnisse dieser Studie zeigen, dass Reformbereitschaft der Mitarbeiter gegenüber der Doppik vor allem durch den Inhalt der Reform, aber auch durch den Kontext der Reform bestimmt wird. Schließlich zeigt sich für den Fall Brandenburg, dass die Reformbereitschaft der öffentlich Bediensteten einen signifikanten positiven Einfluss auf den wahrgenommenen Erfolg der Reform besitzt. Die Ergebnisse der Studie sind nicht nur von hoher wissenschaftlicher Bedeutung, sondern auch von praktischer Relevanz. Denn die in dieser Studie herausgearbeiteten Handlungsempfehlungen bieten fundierte Ansatzpunkte darüber, welche Schritte notwendig sind, um die Doppik auf lokaler Ebene in Brandenburg langfristig erfolgreich umzusetzen. T3 - Schriftenreihe für Public und Nonprofit Management - 24 KW - Doppik KW - accrual accounting KW - public sector reforms KW - change management KW - change commitment KW - Doppik KW - Reformen des öffentichen Sektors KW - Change-Management KW - Reformbereitschaft Y1 - 2018 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:kobv:517-opus4-420792 SN - 2190-4561 PB - Universitätsverlag Potsdam CY - Potsdam ER -