By Hauke Heier

Culture is commonly stated as a such a lot sought after make-or-break issue of data administration structures implementation initiatives. Behavioral and organizational switch administration are severe to accomplish an exceptional healthy among human components and technology.

Hauke Heier examines how technology-facilitated wisdom administration tasks can identify supportive knowledge-intensive cultures. in accordance with an explorative case research of a four-year implementation and alter administration undertaking within the electric engineering and electronics undefined, he investigates the explanatory energy of 2 complementary swap administration frameworks within the new atmosphere of data administration structures. hence, this learn contributes to the improvement of idea and managerial perform - towards a tradition change-based implementation framework.

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Several dynamic processes have to interact before culture can be modified. Mangers can facilitate culture change following two broad approaches: getting people to buy into new values and beliefs (processes one, two, and three) and socializing and removing members of the organization (processes four and five). If the prevail- 43 Circular, Continuous Change ing culture is to be preserved, managers must focus continually on the wellfunctioning of the processes in order to ensure that cultural momentum does not slow down and lead to cultural drift.

335-336) and Schein (1992, p. 302) argue in unison that culture changes can precede, follow, or occur simultaneously with behavior changes. The first occurs when there is persistent and irrefutable evidence that certain new assumptions have greater value and validity than the existing ones. Soon the organization members face the need to acquire new knowledge, competence, and skill in order to behave in accordance with the new assumptions. The second occurs when the existing underlying assumptions cannot be replaced quickly and invalidated with compelling evidence.

Stewart et a1. (2000, p. 47) agree that "the ability to engage employees in the process and to illicit from them the codification of their expertise in a usable form is typically the real challenge". Motivation's importance has also been recognized by the international KM study mentioned above: 46% of the respondents consider rewardslrecognition as severe obstacles to successful KM initiatives (Chase, 1997, p. 46). Individualistic incentive and reward systems and rapid downsizing will only lead to intense competition between employees; team-based motivators can encourage individuals to share personal knowledge for the sake of the group's and the organization's overall performance (von Krogh, 1998, pp.

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