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
knowledge reuse
Public sources only. The records are intentionally concise so future chapters, topic search, and Knowledge CI/CD integrations can reuse the same model.
Academy of Management ReviewJanuary 1991
Organizational Memory
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.
