TY - JOUR
T1 - Re-conceiving change management
T2 - A knowledge-based perspective
AU - Balogun, J.
AU - Jenkins, M.
PY - 2003/4/1
Y1 - 2003/4/1
N2 - 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.
AB - 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.
UR - http://www.scopus.com/inward/record.url?scp=0037381183&partnerID=8YFLogxK
UR - http://dx.doi.org/10.1016/S0263-2373(03)00019-7
U2 - 10.1016/S0263-2373(03)00019-7
DO - 10.1016/S0263-2373(03)00019-7
M3 - Article
AN - SCOPUS:0037381183
SN - 0263-2373
VL - 21
SP - 247
EP - 257
JO - European Management Journal
JF - European Management Journal
IS - 2
ER -