Success Factors of Change in Knowledge Management

By Bencsik, Andrea; Speiser, Krisztina Bognar | Management Research and Practice, March 2010 | Go to article overview

Success Factors of Change in Knowledge Management


Bencsik, Andrea, Speiser, Krisztina Bognar, Management Research and Practice


1. INTRODUCTION

According to the conventional economics thinking the goal of companies is to consciously build up positions that are needed for keeping and increasing their competitive edge. Companies focused on the external word at first then after the eighties the examination of internal abilities came to the front. Nowadays companies focus on the individuals, since they mean with their knowledge, abilities, skills not only an inexhaustible resource but competitive edge too. For this reason the goal of a company is to exploit effective, develop further, share and utilize the knowledge of its experts.

In the midst of constant and accelerating changes of our environment organizations can be able to wrestle with this challenge if they acquire those continuous learning ability that remains the companies own in spite of any changing. This ability means that on organization learns faster and accommodates quicker than its competitors, to which it use up both from outside and from inside descending information and knowledge. For establishment of an organization that is able to react intelligent upon the situation of the moment in the shortest time, in accordance with future expectations first of all we have to grow familiar with organizational cultural expectations of learning organization formation. We have to realize long-term and consistently completed changes for this (Bencsik, 2004)

2. CONTINUOUS CHNAGING ABILITY

What we need for that both people and an organization will be able to realize continuous change?

If an organization moves to the direction of change greater part of leaders concentrate rather on tangible, numerable things than productivity, efficiency, quality etc. although these are only symptoms. We have to look for the root of real problems in other depths of the organization. If the organization concentrates on the "hard" problems, it ensures only illusory result since they can be treated and improved easier as if the company would start to solve "soft" problems. The soft problems are always in relation with humans (Bencsik, 2004)

This question cannot come to the surface in case of learning organizations that means the preconditions of building up a knowledge management system. Since the source of soft problems are the mentality, way of thinking, attitudes, incorrect behaviour and attitude, lack of self-confidence of people etc. in this case they are naturally in the centre of attention. Resulting form this if the goal is the successful leading of the change management process, where the results of real changes are accepted by organizational members and these build in the further behaviour, norms of the organization, we immediately arrive to the possibility of becoming a learning organization. We arrived on this point as well to answering that question, why the changing intervention is different in case of learning organizations

3. CHANGE MANAGEMENT AS A PROJECT

Lets look at it more detailed how can be realized the transition from traditional organizational operation towards learning organizational operation. We also have to examine what kind of conditions and way of thinking are needed for the applied change management logic.

Both in the course of learning organizational features and change management first appearing loosen phase depends on the individual behaviour, attitude, openness, developing ability etc. and culture. Together with this we can say that the realization of changes can be perceived as an innovation project in which intertwine with each other the "loosen" phase--that has important role in the course of realizing changes--and the problems of project launching. On behalf of that the projects--independently from their size--can be closed with success we have to pay similar attention to their realization in the beginning phase as we do in the beginning phase of change management in connection with any other organizational intervention. …

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