The Research Library connects handbook observations to public evidence. Each record separates what the source reports from why it matters and how the handbook interprets it.
Canonical evidence objects
All Chapter 1 evidence
Public sources only. The records are intentionally concise so future chapters, topic search, and Knowledge CI/CD integrations can reuse the same model.
John Wiley & SonsApril 1992
Behavioral Theory of the Firm
Cyert and March describe organizations as making decisions through goals, expectations, choice, and learned routines rather than through complete information alone.
What the source reports
The work treats organizational goals, expectations, and choice as central to how firms decide.
It provides a foundation for understanding why organizational knowledge is distributed across people, routines, and prior decisions.
Why it matters here
Chapter 1 begins with the reality that organizations know through accumulated, distributed experience rather than through a single complete view.
Guided Intelligence interpretation
The source does not endorse Guided Intelligence. It supports the handbook's starting point that organizational decision-making is shaped by learned expectations and routines.
The social economy: Unlocking value and productivity through social technologies
McKinsey examined how social technologies could improve communication, knowledge sharing, and collaboration across enterprises.
What the source reports
The report estimates that social technologies could raise productivity of interaction workers by 20 to 25 percent.
It identifies internal communication, knowledge sharing, and collaboration as major sources of potential value.
It notes that many organizations were using social technologies but not realizing their full potential.
Why it matters here
Chapter 1 focuses on interaction work: people using distributed knowledge to answer questions, coordinate decisions, and move work forward.
Guided Intelligence interpretation
The source is interpreted as evidence that knowledge-sharing systems can create value, while also showing why storage and communication alone do not guarantee consistent understanding.
Microsoft reports that the pace of work, information flow, meetings, email, and notifications have outpaced many workers' ability to process them.
What the source reports
64% of surveyed people said they struggle to have the time and energy to do their job.
68% said they do not have enough uninterrupted focus time during the workday.
62% said they struggle with too much time spent searching for information.
Why it matters here
Chapter 2 examines the repeated retrieval and interrupted attention hidden inside ordinary organizational interactions.
Guided Intelligence interpretation
The source does not endorse Guided Intelligence. It supports the handbook observation that information abundance can still leave people without usable guidance at the point of work.
Work Trend Index Annual ReportLast verified 2026-07-10
Sweller, van Merriënboer, and Paas review cognitive load theory and the limited capacity of working memory when people process information.
What the source reports
The article describes working memory as having limited capacity.
It reviews instructional approaches intended to reduce unnecessary cognitive load and support schema construction.
Why it matters here
Chapter 2 shows why repeatedly locating, interpreting, checking, and comparing information is a material cost rather than a neutral step.
Guided Intelligence interpretation
The source does not endorse Guided Intelligence. It supports the need to reduce avoidable reconstruction work rather than repeatedly impose it on individual workers.
Walsh and Ungson develop a theory of organizational memory around the acquisition, retention, and retrieval of information in organizations.
What the source reports
The article defines and examines the structure of organizational memory.
It connects acquisition, retention, and retrieval to how memory can be used, misused, or lost in organizational management.
Why it matters here
Chapter 3 distinguishes stored artifacts from the understanding that an organization can retain and safely reuse.
Guided Intelligence interpretation
The source does not endorse Guided Intelligence. It gives the chapter a direct foundation for treating retained organizational memory as an asset that must be managed over time.
Nonaka and Takeuchi examine how organizations create, share, and use knowledge, including the relationship between tacit experience and explicit forms.
What the source reports
The book presents a theory of organizational knowledge creation.
It examines how organizations translate knowledge into processes, products, and services.
Why it matters here
Chapter 3 asks what it would mean to preserve useful understanding so an organization can build on what it learns instead of beginning again.
Guided Intelligence interpretation
The source does not endorse Guided Intelligence. It supports the chapter's compounding-learning narrative without treating stored information alone as sufficient.
Retrieval-Augmented Generation for Knowledge-Intensive NLP Tasks
Lewis and colleagues describe a model that combines retrieved material with generation for knowledge-intensive language tasks.
What the source reports
The paper presents retrieval-augmented generation for knowledge-intensive NLP tasks.
It makes retrieval a distinct contribution to a language-model workflow.
Why it matters here
Chapter 4 explains what RAG contributes: bringing relevant retrieved material into a generative workflow.
Guided Intelligence interpretation
The source does not endorse Guided Intelligence. It helps distinguish retrieval and generation from the separate work of preserving governed reusable understanding.
Dense Passage Retrieval for Open-Domain Question Answering
Karpukhin and colleagues present dense passage retrieval as an approach to retrieving relevant passages for open-domain question answering.
What the source reports
The paper examines dense retrieval for question answering.
It separates retrieval of relevant passages from the later task of producing an answer.
Why it matters here
Chapter 4 distinguishes the valuable work of finding relevant information from deciding whether it is current, applicable, authorized, and reusable.
Guided Intelligence interpretation
The source does not endorse Guided Intelligence. It supports the chapter's careful distinction between retrieval capability and governed organizational understanding.
NIST provides a voluntary framework for identifying, assessing, and managing AI risks across the AI lifecycle.
What the source reports
The AI RMF frames trustworthy AI as a risk-management challenge requiring governance, mapping, measurement, and management.
It emphasizes context, impacts, documentation, and structured risk practices.
It treats trustworthiness as something organizations must operationalize, not merely assert.
Why it matters here
Chapter 4 identifies governance as an important contribution in a technology landscape where capability and accountability remain distinct.
Guided Intelligence interpretation
The source does not endorse Guided Intelligence. It informs the handbook principle that AI-assisted guidance needs context, evidence, and accountability.
Google introduced Agent2Agent as an open protocol for agents built by different vendors or frameworks to communicate, exchange information, and coordinate work across enterprise environments.
What the source reports
The announcement introduces an open protocol for communication and coordination between agents built on different frameworks.
It describes enterprise scenarios in which agents can exchange information and coordinate work across systems.
Why it matters here
Chapter 4 uses this historical industry development to show why increasingly collaborative agent ecosystems heighten the need for consistent organizational context.
Guided Intelligence interpretation
Google does not claim that A2A creates governed Organizational Intelligence. The handbook's analysis is narrower: interoperability makes consistent context, evidence, and accountability more important across collaborating agents.
