Change Paradigms in the Setting of Knowledge Management by Hauke Heier

By Hauke Heier

Culture is generally stated as a so much widespread make-or-break issue of information administration platforms implementation initiatives. Behavioral and organizational swap administration are serious to accomplish a great healthy among human elements and technology.

Hauke Heier examines how technology-facilitated wisdom administration tasks can determine supportive knowledge-intensive cultures. in keeping with an explorative case learn of a four-year implementation and alter administration undertaking within the electric engineering and electronics undefined, he investigates the explanatory energy of 2 complementary swap administration frameworks within the new environment of data administration structures. therefore, this examine contributes to the improvement of idea and managerial perform - towards a tradition change-based implementation framework.

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Earlier findings on the first critical success factor - top management support are in congruence with 46% of the respondents to an intemational KM survey: a lack of executive commitment and support was seen as one of the major "soft" obstacles to the successful introduction ofKM (Chase, 1997, p. 46). Large scale rollouts inflict massive change with potential instantaneous shock on organizations: they break open the prevailing status quo and require significant changes of jobs and processes. Top management can support these transformational KM projects through encouragements of systems development efforts and the allocation of non-routine resources.

369). , 1990, p. 165). Their successful application of managerial innovations fosters credibility with line managers and a better understanding of the change process (Beer, 1988, p. 3). On the other hand, "trial-and-error learning" provides a better fit with the leamer's personality and happens by scanning the work environment for possible options. Prototyping the KMS and the change initiative are often effective means for better communication, building commitment, and developing more concrete appreciation from stakeholders (Krovi, 1993, p.

299). Employees must deeply experience dissatisfaction with the prevailing status quo leading to a lack of confidence in the organization and themselves. Dissemination of information - especially those previously restricted to top management - is the most widely used method for spreading dis confirmation (Spector, 1989, p. 30). Beer (1988, pp. 1-2) recommends four approaches suiting change agents. g. benchmarking (O'Dell & Grayson, 1998, p. 171). "Bottom-up communication of employee concerns" is a contrasting path.

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