Knowledge management, learning, social attitudes and organisational change in a Brazilian public organisation

Francisco Antonio Coelho Junior, Luciana Lower, Cristiane Faiad, Mariana Carolina Barbosa Rego, Ladilucy Pereira Armond and Alan Rodrigues Da Silva

International Journal of Innovation and Learning, 2018, vol. 24, issue 1, 62-80

Abstract: Even though change is implemented for positive reasons, employees often resist to change. The purpose of this paper is to provide a new perspective to the analysis of organisational learning and change, including organisational readiness to change and supervisory support during a planned organisational change in a Brazilian organisation. Survey data were collected during the change and the research presents how perceptions of individuals (N = 160) can influence decisively on resistance or adherence to change. Results show there is commitment to change, emergent learning is encouraged by creating opportunities for informal sharing of knowledge and experience and the formal organisational structure facilitates learning, adaptation, and change. Sufficient opportunities are provided for staff to learn how to make use of available information and communication technologies for learning and knowledge sharing. The results present a set of issues to be managed in order to increase the chances of success of ongoing changes.

Keywords: attitudes; knowledge management; technological innovation; organisational behaviour; organisational learning; organisational change; organisational structure; public organisation; agile methodology; commitment to change; supervisory support; trust in management; management style. (search for similar items in EconPapers)
Date: 2018
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