As we move from the industrial age to the information age, the key to the competitive success of organizations becomes the application and development of specialized knowledge and competencies. Based on research and practice, Managing Knowledge addresses a wide area of issues concerning knowledge management, ranging from knowledge transfer and developments between organizations, to knowledge management within organizations. Divided into two parts, this volume reflects a fundamental conceptual distinction between two worldviews. The first part contains chapters characterized by “representationism,” or traditional approaches to viewing knowledge transfer and cooperative strategies; the second part comprises chapters characterized by “antirepresentationism,” or new perspectives on knowledge and knowledge transfer in organizational cooperation. Contrasting established approaches with new thinking on knowledge as an organizational resource, Managing Knowledge will be important and stimulating reading for academics and students in strategic management and general management studies.
Chapter 6: Knowledge-Based Strategic Change
Knowledge-Based Strategic Change
‘Managing strategic changes means designing intentions and implementing them’ (Argyris, 1988: 349). One problem managers face is that implemented strategies do not always work as intended. Organizational realities in which managers operate are complex, dynamic and difficult to predict. This often makes the outcome of the strategic change different from that intended. To keep their intentions alive, managers may most of their time rely on ‘keeping well informed, manipulating their ideas through streams of often unidentifiable resistance’ (Wrapp, 1988). To manage the intended, an increased understanding of the knowledge in the organization may be helpful: ‘Organization members, including the CEO, need to understand any intended change in a way that ‘makes sense’ or fits into some ...