Article2016

What’s organization knowledge management strategy for successful change implementation?

Muhammad Kashif Imran · Chaudhry Abdul Rehman · Usman Aslam · Ahmad Raza Bilal

72 citations0/0 files storedJournal of Organizational Change Management

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Organizational Change and Leadership Organizational Learning and Leadership Organizational Management and Change

Abstract

Purpose In recent times, progression of technology and growing demands of customers have substantially influenced the services sector to introduce fast real-time mechanisms for providing up-to-mark services. To meet these requirements, organizations are going to change their end-user operating systems but success rate of change is very low. The purpose of this paper is to address one of the practitioners’ complaint “no one tells us how to do it” and uncovers the indirect effects of knowledge management (KM) strategies: personalization and codification, toward organizational change via organizational learning and change readiness. The current study also highlights how organizational learning and change readiness are helpful to reduce the detrimental effects of organizational change cynicism toward success of a change process. Design/methodology/approach Temporal research design is used to get the appropriate responses from the targeted population in two stages such as pre-change (Time-1) and post-change (Time-2). In cumulative, 206 responses have been obtained from the banking sector of Pakistan. Findings The results of the current study are very promising as it has been stated that KM strategies have an indirect effect on successful organizational change through organizational learning and change readiness. Moreover, change cynicism has a weakening effect on a change process and can be managed through effective learning orientation of employees and developing readiness for change in organizations. Research limitations/implications Change agents have to use an optimal mix of personalization and codification strategies to develop learning environment and readiness for change in organizations that are beneficial for implementing a change successfully. Moreover, change readiness and organizational learning in the context of change are equally beneficial to reduce organizational change cynicism as well. Originality/value This study is introducing a unique model to initiate a change with the help of KM strategies, organizational learning and readiness for change.

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References

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Cited by

2018Knowledge processes and firm performance: the mediating effect of employee creativity 2018Emerging organizational parameters and their roles in implementation of organizational change 2018Exploring the sources and role of knowledge sharing to overcome the challenges of organizational change implementation 2021Innovation implementation in Asia-Pacific countries: a review and research agenda 2020Psychological Ownership and Openness to Change: The Mediating Effects of Work Engagement, and Knowledge Creation

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