Change Management

11B08_Paper on Performance excellence_ EX_AR(final)

by Arun Mishra

Change Management Strategies for Knowledge Management System Implementation: A Case Study at PT. TelkomVision Indonesia

by Achmad Nizar

Achmad Nizar Hidayanto, Irene Sherlyta, Puspa Indahati, Dina Chahyati
3rd International Research Symposium in Service Management (IRSSM)

Purpose – This research aims to develop a framework for formulating change management strategies to support the... more Purpose – This research aims to develop a framework for formulating change management strategies to support the implementation of Knowledge Management System (KMS). The proposed framework then we used to formulate change management strategies of KMS implementation  in PT. TelkomVision Indonesia.
Design/methodology/approach – In order to develop the framework, we reviewed some literatures. Among these literatures, we decided to combine the theory of system thinking concept, Lewin’s Three Steps Model and Analytic Hierarchy Process (AHP). The system thinking concept is used to develop the change management strategies. Subsequently, the resulted strategies are mapped to Lewin’s Three Steps Model that provides a framework for managing changes. Lastly, the strategies are prioritized by using Analytic Hierarchy Process (AHP). 
Findings – We have tested our proposed framework to obtain change management strategies for KMS implementation in PT. Telkom Vision Indonesia. We obtained change management strategies which consists of 12 strategies that we divided into three steps as in the theory of Lewin’s Three Steps Model.
Practical implication – Our proposed framework can be adopted by other organizations that want to implement KMS. We also consider our proposed framework is general and can be applied for other domains.
Originality/value – We proposed a framework for developing change management strategies for Knowledge Management System Implementation, which is currently unavailable. Most researchers focus on the development of effective KMS as a tool for knowledge sharing, whereas we focus on a different point of view, particularly in formulating a framework for developing strategies in order to make KMS can be accepted and used succesfully by its users.

Knowledge Transfer Management: studying the actual process

by Apostolos Rafailidis

5th European Conference on Organizational Knowledge, Learning and Capabilities (OLKC), Innsbruck, Austria 2 – 3 Apr., 2004
co-authored with Giannis Tselekidis

Intangible components like knowledge, technological capabilities and skills, constitute a major determinant of a... more Intangible components like knowledge, technological capabilities and skills, constitute a major determinant of a firm’s competitiveness and can be viewed as production factors. While keeping – up in technological capabilities presents a
challenge for any firm, in cases of firms that are technologically less developed this lack of capabilities presents a major problem. When self – sufficient development of capabilities is not enough to keep – up or catch – up with the competition, firms have to resort to external technology. A main characteristic of technology is that it is based on knowledge. The latter, however, is notoriously hard to transfer; rather, knowledge is a result of learning. This paper empirically studies variables that enhance the probability for successful technological learning through cooperation of Greek firms with foreign partners.

Der Tanz des Managements. Zu einem klugen Umgang mit Leitdifferenzen im Change Management

by Ralf Wetzel

To Change– or not to Change?

by Ralf Wetzel

Change Management: Leadership, Values and Ethics

by Rune Todnem By

Co-authored with Bernard Burnes and Cliff Oswick

The Brain Drain: Implications for Regional Economic Integration in the Expanding European Union.

by Matthew Jelavic

Jelavic, M. (2012). The brain drain: Implications for regional economic integration in the expanding European Union. In B. Chapalet, & M. Le Berre (Eds.), Producing New Knowledge on Innovation Management. Presses Universitaires de Grenoble, 99 – 111.

This paper provides a review and conceptual analysis of issues surrounding regional economic integration and the... more This paper provides a review and conceptual analysis of issues surrounding regional economic integration and the potential for inter-country brain drain within the expanding European Union (EU). As the EU expands eastward, it absorbs millions of highly skilled knowledge workers and opens opportunities for western European organisations to capitalise on this workforce. The migration of these skilled workers is a macro-exercise in eastern European knowledge management, and could have far-reaching implications at the regional, industry and organisational levels. This paper explores the context and implications of knowledge worker movement across fading borders.

Successful Risk Assessment May Not Always Lead To Successful Risk Control: A Systematic Literature Review of Risk Control after Root Cause Analysis

by Alan Card

Alan J. Card, James Ward, P. John Clarkson. Successful Risk Assessment May Not Always Lead To Successful Risk Control: A Systematic Literature Review of Risk Control after Root Cause Analysis. Journal of Healthcare Risk Management. 2012;31(3):6-12.

Root cause analysis is perhaps the most widely used tool in healthcare risk management, but does it actually lead to... more Root cause analysis is perhaps the most widely used tool in healthcare risk management, but does it actually lead to successful risk control? Are there categories of risk control that are more likely to be effective? And do healthcare risk managers have the tools they need to support the risk control process? This systematic review examines how the healthcare sector translates risk analysis to risk control action plans and examines how to do better. It suggests that the hierarchy of risk controls should inform risk control action planning and that new tools should be developed to improve the risk control process.

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Wiley's copyright policies do not allow me to post the published version of the paper, but they do allow me to send out individual copies. So if you don't have access to the Journal of Healthcare Risk Management and would like a copy of this article, please email me at:
alan [dot] j [dot] card [at] gmail [dot] com

Tacit Knowledge and Personal Competitive Advantage: An Autopoietic Framework for Knowledge Management in Human Resources

by Matthew Jelavic

Jelavic, M. (2011). Tacit knowledge and personal competitive advantage: An autopoietic framework for knowledge management in human resources. Canadian Manager, 36(3), 22 – 23.

Change Management Along the Integrated Care Pathway (ICP)

by Hessah Alsalamah

Al-Salamah H., Gray A., Allam O. & Morry D., Change Management Along the Integrated Care Pathway (ICP), in Proceeding of the Fourteenth International Symposium for Health Information Management Research (ISHIMR). 2009: Kalmar, Sweden.

The emerging 'Patient-Centred' healthcare approach requires effective collaboration between healthcare professionals... more The emerging 'Patient-Centred' healthcare approach requires effective collaboration between healthcare professionals to ensure high quality of care. Patients within this collaborative delivery model follow an Integrated Care Pathway (ICP), where healthcare professionals operate as a team. Care team members involved in the treatment process have different specialities and undertake different roles but need to be aware of any changes in their patients’ treatment and understand how it affects their role. This means affected care team members must be alerted about changes happening to a patient on all the current care pathways for the patient. Consequently, a robust information infrastructure that manages these changes and enables communication and coordination throughout the entire care pathway is essential for successful implementation of an ICP. This paper is based on a joint project between the school of Computer Science at Cardiff University and Velindre NHS Trust (a tertiary specialist cancer centre- one of the largest in the UK) in Wales. It proposes the use of Workflow Technology to manage changes along the ICP. Moreover, it provides a generic solution that can be adapted to work in different ICPs used in healthcare organisations worldwide and so aims to meet the needs of modern healthcare environments.

Cultural perspectives on knowledge management in central and eastern Europe: The SECI model of knowledge conversion and ‘ba’

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Cultural perspectives on knowledge management in central and eastern Europe: The SECI model of knowledge conversion and ‘ba’. Journal of Information & Knowledge Management, 9(2), 161 – 169.

This research discusses the SECI Model of Knowledge Conversion as it relates to the 10 Central and Eastern European... more This research discusses the SECI Model of Knowledge Conversion as it relates to the 10 Central and Eastern European Countries (CEECs) that are now part of the European Union (EU). The socio-economic conversion from socialism to capitalism of these societies is unique in historical precedence, whereby utilising the contextual models in knowledge conversion are applicable for understanding the implications of such a phenomenon. The results indicate that there is a unique set of variables that need to be considered within this context and for future similar situations.

Keywords: SECI; knowledge conversion; national culture; Ba; central and eastern Europe.

Maslow and Management: Universally Applicable or Idiosyncratic?

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Maslow and management: Universally applicable or idiosyncratic? Canadian Manager, 34(4), 16 – 17.

Globalization, Knowledge Workers and the Expanding European Union: A Lesson for North America?

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Globalization, knowledge workers and the expanding European Union: A lesson for North America? Canadian Manager, 35(1), 26 – 27.

Social Network Mapping and Analysis in the Global Aerospace Community

by Matthew Jelavic

Ogilvie, K., & Jelavic, M. (2010). Social network mapping and analysis in the global aerospace community. Canadian Manager, 35(2), 20 – 21.

Management Consulting: Understanding the Process Using Concepts in Neuroscience

by Matthew Jelavic

Vincenti, M., & Jelavic, M. (2011). Management consulting: Understanding the process using concepts in neuroscience. Canadian Manager, 35(4), 22 – 23.

Competence Management in High-Technology Organizations

by Matthew Jelavic

Jelavic, M. (2011). Competence management in high-technology organizations. Canadian Manager, 36(1), 21 – 22.

The Neurobiology of Experience: Memory-Prediction and Its Role in the Management Decision-Making Process

by Matthew Jelavic

Jelavic, M., & Vincenti, M. (2012). The Neurobiology of Experience: Memory-Prediction and Its Role in the Management Decision-Making Process. Canadian Manager, 36(4), 26 – 27.

Interorganizational Macrocultures in the North American Automotive Manufacturing Industry

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2009). Interorganizational macrocultures in the North American automotive manufacturing industry. Canadian Manager, 34(2), 20 – 21.

Multidisciplinary Technical Teams: A Case Study

by Matthew Jelavic

Ogilvie, K., & Jelavic, M. (2009). Multidisciplinary technical teams: A case study. Canadian Manager, 33(3), 18 – 19.

Socio-Technical Knowledge Management and Epistemological Paradigms: Theoretical Connections at the Individual and Organisational Level

by Matthew Jelavic

Jelavic, M. (2011). Socio-technical knowledge management and epistemological paradigms: Theoretical connections at the individual and organisational level. Interdisciplinary Journal of Information, Knowledge, and Management, 6(1), 1 – 16.

This paper provides an evaluation of the literature pertaining to the autopoietic, connectionist, and cognitivist... more This paper provides an evaluation of the literature pertaining to the autopoietic, connectionist, and cognitivist epistemological paradigms. These paradigms exist at the individual and organisational level through diametrically opposed functionalist versus interpretive and integrative socio-technical knowledge management perspectives. The alignments of individual and organisational epistemologies are essential to the effectiveness of a knowledge management system. Knowl-edge management should consider the roots of knowledge theoretically in order to share or man-age knowledge dissemination successfully in organisations. The term ‘knowledge sharing’ has been emphasised and discussed comprehensively through its epistemological influential factors. This paper concludes the development of a Knowledge Management Epistemological Synthesis Model (KM-ES Model) and a comprehensive discussion and conclusion section focussing on the implications of epistemological influences on the knowledge management system of an organisa-tion. The results from this study provide both researchers and academicians with a clear under-standing of the interplay between epistemologies and a foundation for establishing an effective organisational knowledge management system.

Keywords: socio-technical, knowledge management, knowledge sharing, epistemology, cognitiv-ist, connectionist, autopoietic, functionalist, interpretive, KM-ES Model