This study proposes a new organizational learning process model named organizational memory management cycle (OMMC) for improving organizations' competitiveness. OMMC is based on Huber's (1992) organizational learning process, incorporating knowledge exploration and exploitation (March, 1991), the idea of knowledge overlapping from an absorptive capacity perspective, and search scope and depth (Katila and Ahuja, 2002). OMMC comprises three concentric layers, and its central core is organizational memory for storing routines. The first layer comprises four processes-knowledge search, knowledge acquisition, information distribution, and information interpretation-which are performed by the organization. The second layer comprises detailed sub-processes of each of the first layer processes that are performed by the organization members. For example, the knowledge search process is divided into external and internal environment for omnidirectional knowledge search; the external environment involves knowledge exploration and exploitation, whereas the internal environment involves performance monitoring in addition to knowledge exploration and exploitation. The third layer comprises four management processes that help administer the second layer processes by, for example, building execution strategies, evaluating performance expectations, and exploring improvement strategies. Finally, organizational memory has four functions, namely, search, register, update, and delete. Specific examples of organizational memory include document standards, online bulletin boards, and e-mails. This study makes four main theoretical contributions to the organizational learning theory. First, it reveals the problems in Huber's organizational learning process model (Huber, 1991) and examines the consistency of subsequent corporate theories. Second, it reconstitutes organizational learning processes and proposes OMMC as a new organizational learning process model. Third, the proposed model of OMMC involves continuous iterations of organizational learning. Finally, it shows that all processes can access organizational memory that is the core of OMMC. This study also makes a practical contribution. It proposes OMMC as a guide for organizational learning to help organizations improve their competitiveness.
