Understanding the influence of organizational change strategies on information technology and knowledge management strategies
Publication Year: 2001
Journal: Decision Support Systems
While discussion about knowledge management often centers around how knowledge may best be codified into an explicit format for use in decision support or expert systems, some knowledge best serves the organization when it is kept in tacit form. We draw upon the resource-based view to identify how information technology can best be used during different types of strategic change. Specifically, we suggest that different change strategies focus on different combinations of tacit and explicit knowledge that make certain types of information technology more appropriate in some situations than in others.
This article discusses the role and use of information technology and it’s relation with the knowledge management strategies and the change strategies of a company. The change strategies that are mentioned in the article are the following ones: reconfigure existing resources, reconfigure with new resources, acquiring new resources without reconfiguring, and business as usual. Moreover, different knowledge management strategies are used in different situations. The management strategies are knowledge creation, knowledge transfer, and knowledge protection and their effectiveness is highly influenced by the type knowledge, tacit or explicit. It is therefore important to prioritize the knowledge management objectives of the organization and to consider the type of knowledge being managed and its role in an organization’s competitive advantage J.M. Bloodgood, Wm.D. Salisbury, (2001).Decision Support Systems 31:Understanding the influence of organizational change strategies on information technology and knowledge management strategies.Pages 55–69. To continue with, the article points out the importance of choosing the right type of knowledge that it is going to used by the information systems and also mentions that it is the organization’s responsibility to decide whether the tacit knowledge should be codified to become more explicit or not. However, the managers should consider that their choice might have either positive or negative effects in their company, since the codified tacit knowledge might have both negative and positive outcomes such as the limitation of the internal transfer of the knowledge but also the reduction of the external transfer or the knowledge. This article is highly connected with the notion of Adaptive Cycle in the sense that in the Adaptive Cycle there is the condition of new combinations, in which the organization is looking for new change strategies.