Balogun, J and Jenkins, M (2003) Re-conceiving change management: a knowledge based perspective. European Management Journal, 21 (2). pp. 247-257.Full text not available from this repository.
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.
|Journal or Publication Title:||European Management Journal|
|Uncontrolled Keywords:||Change management ; Culture change ; Case study ; Component knowledge ; Architectural knowledge|
|Departments:||Lancaster University Management School > Lancaster University Management School - Other > Centre for Strategic Management|
|Deposited On:||11 Jul 2011 19:27|
|Last Modified:||09 Apr 2014 22:29|
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