This chapter explores the nature of corporate memories in enhancing individual working knowledge and performance in a decision-making context. Our findings from a series of experiments indicate that people tended to use effectively up to two-thirds of the encoded knowledge, missing at least one-third of its maximum potential. Our findings also indicate that the effectiveness of knowledge repositories was highly contingent upon quantity, quality and diversity of their knowledge content. Finally, our study suggests that individuals can potentially benefit from additional knowledge management initiatives such as analytical and procedural knowledge, learning histories, guidance or interactive social environments. Future research may look at the impact of these initiatives independently, or at the possibility of a synergistic effect when combined and integrated.