KM Technologies and the Organizational LOE: The Unintended Consequence of Constant Organizational Change

KM Technologies and the Organizational LOE: The Unintended Consequence of Constant Organizational Change

Victoria M. Grady (George Washington University, USA) and James D. Grady III (Oral and Maxillofacial Surgery of East Alabama, USA)
Copyright: © 2008 |Pages: 15
DOI: 10.4018/978-1-59904-630-3.ch007
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Abstract

The potential benefits of utilizing KM technologies in multinational and global organizations are of particular significance due to the inherent geographic distance and diversity of such organizations. Unfortunately, the process of constantly changing technology can be extremely disruptive at both the individual and organizational level. This chapter explores the relationship between KM technology change within the organization and the theory of an organizational loss of effectiveness (LOE). “The general Theory of Organizational Loss of Effectiveness is predicated upon organizational behavior resulting from a loss of stability, e.g. technology change, within an organization.” (Grady, 2005) The loss of stability, in the context of this theory, occurs when a defined set of symptoms develop in individuals and groups undergoing a change in technology. The assertion is that the development of these symptoms is predictable, and when viewed collectively, results in an organizational loss of effectiveness.

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