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Journal cover: Journal of Knowledge Management

Journal of Knowledge Management

ISSN: 1367-3270

Online from: 1997

Subject Area: Information and Knowledge Management

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Positioning change readiness in knowledge management research


Document Information:
Title:Positioning change readiness in knowledge management research
Author(s):Fariza H. Rusly, (Department of Management Systems, Waikato Management School, University of Waikato, Hamilton, New Zealand), James L. Corner, (Department of Management Systems, Waikato Management School, University of Waikato, Hamilton, New Zealand), Peter Sun, (The Centre for Corporate and Executive Education, Waikato Management School, University of Waikato, Hamilton, New Zealand)
Citation:Fariza H. Rusly, James L. Corner, Peter Sun, (2012) "Positioning change readiness in knowledge management research", Journal of Knowledge Management, Vol. 16 Iss: 2, pp.329 - 355
Keywords:Change management, Change readiness, Knowledge management, Knowledge management effectiveness, Knowledge management processes
Article type:Research paper
DOI:10.1108/13673271211218906 (Permanent URL)
Publisher:Emerald Group Publishing Limited
Acknowledgements:Received June 2011 Revised September 2011 October 2011October 2011 Accepted October 2011
Abstract:

PurposeThis paper aims to propose a conceptual model for understanding the influence of change readiness on knowledge management processes and knowledge management effectiveness. It is suggested that change readiness should be assessed as a multidimensional construct consisting of psychological and structural facets. Furthermore, as the process of managing organizational knowledge requires interaction among members of the organization, a holistic view of readiness at individual and organizational levels is presented.

Design/methodology/approachA comprehensive literature review results in the development of the conceptual model that depicts potential relationships between change readiness and knowledge management processes. It also postulates the effects of different knowledge management processes on effective knowledge management implementation.

FindingsPotential implications of change readiness from both psychological and structural dimensions for knowledge acquisition, creation and sharing processes are put forward. Further, it offers possible fruitful areas for continuous research of knowledge management effectiveness from a change perspective.

Research limitations/implicationsThis article puts forward a number of potential relationships among the construct that are empirically testable to further understanding of multidimensional change readiness influences on the various types of knowledge management processes and its effective implementation.

Practical implicationsThrough a conceptualisation of the relationships between change readiness, knowledge management processes and knowledge management effectiveness, this paper offers a number of practical guidelines for the development of knowledge management policy and a road map from a change management perspective.

Originality/valuePrevious literature on knowledge management focuses on understanding organizational readiness to promote successful knowledge management implementation in terms of the structural dimension. This paper proposes understanding of change readiness from a more comprehensive perspective comprising both psychological and structural readiness and its influences on knowledge management processes, which could affect overall effectiveness of knowledge management implementation.



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