Change Management Serving Knowledge Management and Organizational Development

2021 ◽  
pp. 990-1004
Author(s):  
Moria Levy
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Change Management ◽  
Organizational Development ◽  
Practical Approach ◽  
Suggested Approach ◽  
New Models ◽  
Implementation Models ◽  
Management Approaches ◽  
Types Of Change

Changes are considered a challenge to organizations. Seventy percent of organizational initiatives are not completed. Various Change Management approaches have been developed over the years, yet organizations continue to find changes difficult to implement. This applies to all types of change, but the challenge of change is critical in human resources disciplines, specifically those dealing with Knowledge Management and Organizational Development. This chapter connects changes in these two fields and links them to leadership. It examines theories and implementation models of Change Management, starting with classic approaches, through to new models developed in recent years. Based on this examination, a practical approach drawing on components of the reviewed models is proposed. The suggested approach takes into particular consideration the demands of change in Knowledge Management and Organizational Development.

Change Management Serving Knowledge Management and Organizational Development

2018 ◽  
pp. 256-270
Author(s):  
Moria Levy
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Change Management ◽  
Organizational Development ◽  
Practical Approach ◽  
Suggested Approach ◽  
New Models ◽  
Implementation Models ◽  
Management Approaches ◽  
Types Of Change

Changes are considered a challenge to organizations. Seventy percent of organizational initiatives are not completed. Various Change Management approaches have been developed over the years, yet organizations continue to find changes difficult to implement. This applies to all types of change, but the challenge of change is critical in human resources disciplines, specifically those dealing with Knowledge Management and Organizational Development. This chapter connects changes in these two fields and links them to leadership. It examines theories and implementation models of Change Management, starting with classic approaches, through to new models developed in recent years. Based on this examination, a practical approach drawing on components of the reviewed models is proposed. The suggested approach takes into particular consideration the demands of change in Knowledge Management and Organizational Development.

Ethics Impact on Knowledge Management in Organizational Development

2018 ◽  
pp. 19-45
Author(s):  
Rantaung David ◽  
Bonu Narayana Swami ◽  
Suryakanthi Tangirala
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Organizational Development ◽  
Tacit Knowledge ◽  
Ethical Principles ◽  
Management Processes ◽  
Survey Strategy ◽  
The Impact ◽  
Ethical Cultures ◽  
Knowledge Management Processes

This study aims to examine the impact of ethics in the knowledge management in organizational development in Botswana. Importance of ethics in knowledge management is growing at a faster pace of late; still some employees tend to be unethical. As organization consists of different people with different ethical cultures, it is essential that organizations should make their employees follow ethical principles while creating, sharing and using both explicit and tacit knowledge to have optimum organizational development. Respecting ethics by human resources helps to improve implementation of knowledge management. The chapter main focus is on Management of ethics in an organization which influences knowledge management processes and subsequently influence organizations development. To locate ethics impact on knowledge management for organizational development, the scholars employed a survey strategy where respondents indicated that there is a significant impact of ethics in knowledge management for organizational development.

Simulation Modelling

2003 ◽  
pp. 33-50 ◽  
Author(s):  
Wendy L. Currie ◽  
Vlatka Hlupic
Keyword(s):  
Knowledge Management ◽  
Change Management ◽  
Simulation Modelling ◽  
Management Innovation ◽  
Missing Link ◽  
Management Literature ◽  
Management Approaches ◽  
Innovation And Change ◽  
Business And Management

Although change management approaches have been widely discussed in the business and management literature for several decades, not many publications address the role of simulation modelling in supporting these approaches. This chapter investigates several management innovation and change programs, including TQM, JIT, BPR, Process Innovation and Knowledge Management, and discusses how simulation modelling could increase their effectiveness. These change management approaches are compared and contrasted, and the applicability of simulation modelling to support the principles of these methods is investigated. It is argued that simulation could be viewed as a missing link between these approaches.

Deutsche Bank

2011 ◽  
pp. 114-127
Author(s):  
Hauke Heier ◽  
Hans P. Borgman
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Change Management ◽  
Knowledge Management System ◽  
Case Description ◽  
Cultural Challenges ◽  
Management Interventions ◽  
To Come ◽  
Planning Development

The case study describes the issues surrounding the development and global rollout of the Intranet-based Knowledge Management System (KMS) HRbase at Deutsche Bank. It sets the stage for a decision situation that Deutsche Banks Global Head of Human Resources (HR), Heinz Fischer, faced in 2001. Based on low usage rates and ambiguous feedback from his 15 most senior HR executives, he had to decide about HRbases future: it would either be funded from an earmarked budget in 2001, changed significantly, or discontinued. Meanwhile, the responsible project manager Hilger Pothmann and the HRbase project team understood the necessity to turn the project around and to come up with a proposal for technical improvements and a sound change in management strategy. The case description provides a chronological account of the planning, development, and global rollout of HRbase, paying specific attention to project management issues, change management interventions, and the global cross-cultural challenges that emerged.

BİLGİ YÖNETİMİ UYGULAMALARI KAPSAMINDA İNSAN KAYNAKLARI YÖNETİMİNDE MEYDANA GELEN DEĞİŞİMLER

2013 ◽  
Vol 1 (1) ◽  
pp. 83
Author(s):  
Ozan Büyükyılmaz
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Performance Management ◽  
Management Practices ◽  
Human Resources Management ◽  
Management Strategies ◽  
Resources Management ◽  
Management Philosophy ◽  
Management Processes

The development and expansion of knowledge management as an important management philosophy has a significant impact on human resources management as well as on organization as a whole. In this context, knowledge management processes have been used as a strategic tool within human resources management.Therefore, functions of human resources management must adapt itself to this change. The purpose of this study is to determine the role of human resources management in the management of knowledge and to reveal the effects of knowledge management practices on the functions of human resources byexamining the relationship between human resources and knowledge management. In this context, a theoretical investigation was conducted. It has been determined that significant changes occurred on the functions of human resources management such as selection and recruitment, performance management, remuneration and reward, training and development within the framework of the knowledge management strategies.

Unveiling The Internal Forces Towards Digital Adaptation: A Change Perspective of Malaysian SMES

2021 ◽  
Vol 12 (1) ◽  
pp. 126-126
Author(s):  
Fariza Hanim Rusly ◽  
Yurita Yakimin Abdul Talib ◽  
Muhammad Rosni Amir Hussin Hafizah Abdul Mutalib
Keyword(s):  
Human Resources ◽  
Change Management ◽  
Information Flow ◽  
Value Creation ◽  
New Technologies ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Firm Structure ◽  
Internal Forces ◽  
Digital Strategy

Digital transformation, one of the key areas of change management in the digital age, is defined as a process of changes by the means of using IR technologies in firm's operation. The extant literature suggests that implementation of digital technologies could improve communication, information flow, thus contributing towards value creation and firm performance. Notwithstanding of scarce financial, human resources and strategic capabilities to adopt new technologies among SMEs (Lee et al., 2020), the firm structure, which is more flexible as compared to large firms, offers opportunity in terms of quick decision making (Ghobakhloo & Ching, 2019) for the owner to adapt the firm's business model with market changes and implement necessary changes to sustain in the business. Moreover, previous studies indicate SMEs gained benefit from technology adoption. Nevertheless, transformation towards digitalisation requires a considerable judgement of decision, investment and effort by management and among the employees. Keywords: Digitalisation,Digital Transformation, Digital Strategy, SME, Change Management

scholarly journals Knowledge Management: an Analysis From the Organizational Development

2014 ◽  
Vol 9 (1) ◽  
pp. 131-147 ◽  
Author(s):  
Rodrigo Valio Domínguez Gonzalez ◽  
Manoel Fernando Martins
Keyword(s):  
Knowledge Management ◽  
Organizational Development
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