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Re-conceiving change management: a knowledge based perspective

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Re-conceiving change management: a knowledge based perspective. / Balogun, J; Jenkins, M.
In: European Management Journal, Vol. 21, No. 2, 04.2003, p. 247-257.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Balogun, J & Jenkins, M 2003, 'Re-conceiving change management: a knowledge based perspective', European Management Journal, vol. 21, no. 2, pp. 247-257. https://doi.org/10.1016/S0263-2373(03)00019-7

APA

Balogun, J., & Jenkins, M. (2003). Re-conceiving change management: a knowledge based perspective. European Management Journal, 21(2), 247-257. https://doi.org/10.1016/S0263-2373(03)00019-7

Vancouver

Balogun J, Jenkins M. Re-conceiving change management: a knowledge based perspective. European Management Journal. 2003 Apr;21(2):247-257. doi: 10.1016/S0263-2373(03)00019-7

Author

Balogun, J ; Jenkins, M. / Re-conceiving change management: a knowledge based perspective. In: European Management Journal. 2003 ; Vol. 21, No. 2. pp. 247-257.

Bibtex

@article{9ef54645d7a04a5a9d9a7581df52adbe,
title = "Re-conceiving change management: a knowledge based perspective",
abstract = "This paper argues that for us to advance our thinking on the management of change, it may be useful to re-conceive of change as a process of knowledge generation. For organisational transformation to occur, an organisation{\textquoteright}s members need to evolve new tacit knowledge about the way they interact both with each other and external stakeholders, and how they co-ordinate their activities. We use a case study of organisational transformation to illustrate how concepts from knowledge generation can be used to reframe some of the typical issues that arise, and make suggestions for practice.",
keywords = "Change management, Culture change , Case study , Component knowledge , Architectural knowledge",
author = "J Balogun and M Jenkins",
year = "2003",
month = apr,
doi = "10.1016/S0263-2373(03)00019-7",
language = "English",
volume = "21",
pages = "247--257",
journal = "European Management Journal",
publisher = "Elsevier Ltd",
number = "2",

}

RIS

TY - JOUR

T1 - Re-conceiving change management: a knowledge based perspective

AU - Balogun, J

AU - Jenkins, M

PY - 2003/4

Y1 - 2003/4

N2 - This paper argues that for us to advance our thinking on the management of change, it may be useful to re-conceive of change as a process of knowledge generation. For organisational transformation to occur, an organisation’s members need to evolve new tacit knowledge about the way they interact both with each other and external stakeholders, and how they co-ordinate their activities. We use a case study of organisational transformation to illustrate how concepts from knowledge generation can be used to reframe some of the typical issues that arise, and make suggestions for practice.

AB - This paper argues that for us to advance our thinking on the management of change, it may be useful to re-conceive of change as a process of knowledge generation. For organisational transformation to occur, an organisation’s members need to evolve new tacit knowledge about the way they interact both with each other and external stakeholders, and how they co-ordinate their activities. We use a case study of organisational transformation to illustrate how concepts from knowledge generation can be used to reframe some of the typical issues that arise, and make suggestions for practice.

KW - Change management

KW - Culture change

KW - Case study

KW - Component knowledge

KW - Architectural knowledge

U2 - 10.1016/S0263-2373(03)00019-7

DO - 10.1016/S0263-2373(03)00019-7

M3 - Journal article

VL - 21

SP - 247

EP - 257

JO - European Management Journal

JF - European Management Journal

IS - 2

ER -