Re-conceiving Change Management:: A Knowledge-based Perspective

By Julia Balogun, M. Jenkins. 2003

160 citations recorded by the source corpus.

This paper argues that for us to advance our thinking on the management of change, it may be useful to re-conceive of change as a process of knowledge generation. For organisational transformation to occur, an organisation's members need to evolve new tacit knowledge about the way they interact both with each other and external stakeholders, and how they co-ordinate their activities. We use a case study of organisational transformation to illustrate how concepts from knowledge generation can be used to reframe some of the typical issues that arise, and make suggestions for practice.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2168c8db5144ee1bdae6ba1f0fe64b06969fa87e

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Toward a Model of Effective Knowledge Management and Directions for Future Research: Culture, Leadership, and CKOs (2004, unknown): “an organization (Balogun & Jenkins, 2003). As O’Dell and Grayson (1998) explain, &dquo;While”
The Effect of Absorptive Capacity on Innovativeness: Context and Information Systems Capability as Catalysts (2010, unknown): “procedures, structural and cultural artefacts) through the introduction of new approaches, resulting in improved RACAP (Balogun and Jenkins, 2003).”
Intellectual capital disclosure payback (2011, background): “This is largely accepted by many authors (Grant, 1996a; Hoskisson et al., 1999; Sveiby, 2001; Bontis, 2002; De Carolis, 2002; Huizing and Bouman, 2002; Balogun and Jenkins, 2003).”
The knowledge-based view of the firm and its theoretical precursor (2006, background): “It is largely accepted that the KBV of the firm is a recent extension of the RBV of the firm (Grant, 1996a; Roos, 1998; Hoskisson et al., 1999; Sveiby, 2001; Bontis, 2002; De Carolis, 2002; Huizing and Bouman, 2002; Balogun and Jenkins, 2003).”
Individual and organisational unlearning: directions for future research (2005, background): “A contrary viewpoint, however, was provided by Balogun and Jenkins (2003) when discussing ability to absorb new knowledge, claiming that ‘absorptive capacity will be higher when there is already prior knowledge of a particular specialist area, making it easier to absorb new knowledge about this spec”