Building Organizational Memories: Will You Know What You by John P. Girard

By John P. Girard

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Yet territoriality includes a specific variant that relates directly to the management of memory: controlling access to information, knowledge, and expertise. Often hoarding happens when someone is attempting to wield power in a self-serving way. Yet it can also become habitual as an individual or group gains a sense of ownership, propriety, or suspicion with respect to sought-after knowledge. As Simmons (1998) points out, territoriality can come in particularly malicious forms, such as: the hiding of employees and denying the existence of information; placing valuable information amid a haystack of other documents in order to conceal; and false cooperation that gives the impression of full disclosure (pp.

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Riordan, C. A. (1995). Impression management in organizations. New York, NY: Routledge. Rosenzweig, P. (2007). The halo effect. New York, NY: Free Press. Schein, E. H. (2004). Organizational culture and leadership—third edition. New York, NY: Jossey-Bass. , & Duguid, P. (2000). The social life of information. Boston, MA: Harvard Business School Press. Serpa, R. (1985). Creating a candid corporate culture. Journal of Business Ethics, 4(5), 425-430. Simmons, A. (1997). Territorial games. (New York, NY: AMACOM).

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