New Knowledge Creation As A Change Management Model

Abstract

Change is one of the few absolutes that exist in the world in general. The ability of an organization to change and adapt to changes in the internal and external environment is crucial for success. Many authors have proposed methods for facilitating change management within organizations. Many of these strategies rely on the organizations ability to create new knowledge, whether they call the process new knowledge creation or not. Historically, a common perception has been that creating knowledge management systems, primarily in the form of information technology infrastructure, automatically results in new knowledge creation. However, new knowledge creation also requires an environment that encourages individuals to interact using the technology as a facilitating tool. This essay summarizes some of the thinking on behavioral attributes needed for new knowledge creation and suggests possible methods to facilitate creation of an organizational culture that maximizes information technology resources with human behavior.