Knowledge network modelling to support decision-making for strategic intervention in IT project-oriented change management
- 20 March 2014
- journal article
- research article
- Published by Taylor & Francis Ltd in Journal of Decision Systems
- Vol. 23 (3), 285-302
- https://doi.org/10.1080/12460125.2014.886499
Abstract
This paper focuses on knowledge management to enhance decision support systems for strategic intervention in information technology (IT) project-oriented change management. It proposes a model of change management knowledge networks (CMKNM) to support decision by tackling three existing issues: insufficient knowledge traceability based on the relationships between knowledge elements and key factors, lack of procedural knowledge to provide adequate policies to guide changes, and lack of ‘lessons learned’ documentation in knowledge bases. A qualitative method was used to investigate issues surrounding knowledge mobilisation and knowledge networks. Empirical study was undertaken with industries to test the CMKNM. Results are presented from the empirical study on the key factors influencing knowledge mobilisation in IT project-oriented change management, knowledge networks and connections. The CMKNM model allows key knowledge mobilisation factors to be aligned with each other; it also defines the connections between knowledge networks allowing knowledge to be mobilised by tracing knowledge channels to support decision.Keywords
This publication has 34 references indexed in Scilit:
- Moving knowledge to action through dissemination and exchangeJournal of Clinical Epidemiology, 2011
- Critical factors for knowledge management in project businessJournal of Knowledge Management, 2010
- The growing (but still limited) importance of evidence in education policy and practiceJournal of Educational Change, 2009
- A Systemic View of Change Management and Its Conceptual UnderpinningsSystemic Practice and Action Research, 2005
- Fostering Market Knowledge Use in Innovation:: The Role of Internal BrokersEuropean Management Journal, 2005
- Embedding New Management Knowledge in Project-Based OrganizationsOrganization Studies, 2004
- Emergent change and planned change – competitors or allies?International Journal of Operations & Production Management, 2004
- Knowledge management in a project‐oriented organization: three perspectivesJournal of Knowledge Management, 2003
- Knowledge management-enabled health care management systems: capabilities, infrastructure, and decision-supportExpert Systems with Applications, 2003
- Understanding the influence of organizational change strategies on information technology and knowledge management strategiesDecision Support Systems, 2001