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Re-conceiving change management: a knowledge based perspective

Balogun, J and Jenkins, M (2003) Re-conceiving change management: a knowledge based perspective. European Management Journal, 21 (2). pp. 247-257.

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Abstract

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.

Item Type: Article
Journal or Publication Title: European Management Journal
Uncontrolled Keywords: Change management ; Culture change ; Case study ; Component knowledge ; Architectural knowledge
Subjects: UNSPECIFIED
Departments: Lancaster University Management School > Lancaster University Management School - Other > Centre for Strategic Management
ID Code: 45155
Deposited By: ep_importer_pure
Deposited On: 11 Jul 2011 19:27
Refereed?: Yes
Published?: Published
Last Modified: 09 Apr 2014 22:29
Identification Number:
URI: http://eprints.lancs.ac.uk/id/eprint/45155

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