 Knowledge management during radical change: applying a process oriented approachAshley Braganza International Journal of Entrepreneurship and Innovation Management, 2002, vol. 2, issue 4/5, 297-307 Abstract: During periods of radical organisational change two elements - namely the organisation's strategy and its people - are affected profoundly. Strategic change involves refocusing the organisation in a direction that has little bearing on its past. People are affected by changes, as they are displaced to other parts of the organisation in different roles, or perhaps, are removed under the euphemism of de-layering, rightsizing and re-engineering. Hence, rather than enhance knowledge, senior managers inadvertently destroy knowledge during a radical organisational change. Yet pressures to change and the pace of change are unrelenting. Senior managers are forced to take an approach that can be summarised as "change first - limit the damage to knowledge later". Thus, this paper argues that organisations need a process to manage knowledge during periods of radical organisational change. The paper proposes such a process through case study evidence. It highlights actions managers take to ensure that they navigate the paradox of leading the organisation through radical change and nurture knowledge. Keywords: knowledge management; radical change; processes; case study; change management. (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ids:ijeima:v:2:y:2002:i:4/5:p:297-307 Access Statistics for this article More articles in International Journal of Entrepreneurship and Innovation Management from Inderscience Enterprises Ltd |
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