Change Management Serving Knowledge Management and Organizational Development: Reflections and Review

Change Management Serving Knowledge Management and Organizational Development: Reflections and Review

Moria Levy (Bar Ilan University, Israel)
DOI: 10.4018/978-1-5225-3009-1.ch012
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Abstract

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.
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Introduction

Knowledge is discussed and researched for centuries, starting with the Greek, and up till the late 20th century with Michael Polanyi’s publications discussing knowing as a personal asset (Polanyi, 1958) and tacit knowledge (Polanyi, 1966). Shortly before, we find Peter Drucker first mentioning the term of the “knowledge worker” (Drucker, 1957). However, Knowledge Management, as a discipline, researched and managed in organizations, emerged some 20 years ago.

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