The effect of organizational memory on resistance to organizational change: An exemplary practice in the construction sector in Istanbul

In this study addresses the effect of organizational memory on the resistance that businesses encounter in their efforts for change. Reasons of resistance against change and how this problem should be dealt with is discussed, and it is also assessed whether the change resistance in those businesses which do not blindly adhere to organizational memory, that is, which have a developed ability of unlearning is as strong as in others. The main purpose of the study is to reveal an important factor in the context of addressing sub-dimensions of organizational memory, its effects on resistance to change as well as change resistance, and thus to provide those managers who would take efforts to change management with an important key for decreasing the resistance to change. The research has been carried out on the businesses are registered to the Istanbul Chamber of Commerce. The thought that there is a positively-oriented-oriented relationship between organizational memory and resistance-to-change underlying the research model has showed itself at certain levels between the analysis results and its sub-dimensions. By the same token, the negatively-oriented relationship of unlearning with resistance-to-change and organizational memory has been put forward at the levels of sub-dimensions. That the knowledge retained by the institutions could cause adverse effects in the event of change, and the necessity to act in line with unlearning ability in order to weaken these adverse effects have come to light.