Micro-foundations as a grounding for readiness-for change in knowledge sharing initiatives

IF 0.8 Q4 MANAGEMENT
Khalid Samara, Omar Al Serhan
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引用次数: 0

Abstract

: While many organisations are often engaged in conventional change practices that usually involve top-down strategies for creating change, knowledge sharing initiatives differ where most of the complex processes are handled at the human-level. Therefore, knowledge sharing initiatives presents a unique type of conundrum where there is a need to closely interconnect human behaviours and the person’s readiness to identify the most effective approaches to achieve change. This paper investigates the individual level readiness-for change by studying organisational knowledge sharing initiatives from a micro-foundational perspective. These issues have been largely missing in the knowledge sharing literature which is integral to understanding of how to manage individuals at the micro-level who are experiencing a behavioural change as result of knowledge sharing initiatives. In this study an inductive grounded theory approach is being used to analyse the individuals’ level experiences and origins of various influential factors supporting or inhibiting their readiness during knowledge sharing initiatives. The results indicate that asymmetries in communication and lack of awareness to knowledge sharing initiatives are fundamentally constructs akin to micro-level behaviours that have obvious effects on the individuals’ readiness-for change.
微观基础作为知识共享计划变革准备的基础
虽然许多组织经常从事传统的变革实践,通常涉及自上而下的战略来创造变革,但知识共享计划不同,因为大多数复杂的过程是在人的层面上处理的。因此,知识共享倡议提出了一种独特的难题,需要将人类行为与个人的意愿紧密联系起来,以确定实现变革的最有效方法。本文从微观基础的角度,通过对组织知识共享主动性的研究,探讨了个体层面的变革准备程度。这些问题在知识共享文献中基本上是缺失的,而知识共享文献对于理解如何在微观层面上管理由于知识共享举措而经历行为改变的个人是不可或缺的。在本研究中,归纳扎根理论方法被用于分析个人层面的经验和各种影响因素的来源,这些因素支持或抑制他们在知识共享计划中的准备。研究结果表明,沟通的不对称和缺乏对知识共享倡议的认识,从根本上来说是一种类似于微观层面行为的结构,这种行为对个人的变革准备有明显的影响。
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来源期刊
CiteScore
1.90
自引率
10.00%
发文量
28
期刊介绍: The most distinctive characteristic of a high performance organisation is a strong commitment to explore innovative thinking as a means of delivering a breakthrough in performance. IJBPM aims to examine both hard and soft perspectives in managing business performance, in both public and corporate organisations. Topics covered include: -Business strategy and business process re-engineering Corporate culture- Education and training, organisational learning- Ethical and environmental issues- Intellectual assets management- Innovation and knowledge management- Internet/intranet- Operations strategy- Outsourcing and strategic alliances- Modelling techniques- Performance benchmarking and measurement- Productivity and quality- Public sector management- Technological change and impact- Virtual team working.
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