This thesis investigates changes in knowledge required to complete tasks within business processes that have implemented planned/radical change. The research is based on the synthesis of three scholarly domains: change management, knowledge management, and business processes. Organisations implement planned/radical change for various reasons: due to perturbations in the external environment, to achieve strategic goals, or to improve profitability. Radical changes affect business processes and the people carrying out tasks within those processes. Yet, many radical process change initiatives founder. The conceptual argument underpinning this thesis is that planned/radical change initiatives are rarely fully implemented because knowledge does not fully evolve from pre-change to post-change knowledge. People can hold onto knowledge they have, or are unable to grasp new knowledge required, or attempt to apply knowledge that is redundant. This thesis posits that knowledge which does not evolve is a barrier to change. Consequently, this study contributes by providing a deeper understanding of knowledge evolution in the context of processes that have undergone planned/radical change, and specifically the evolution of declarative, procedural and heuristic knowledge necessary to complete new or redesigned tasks within business processes, which form the bedrock to enhancing the implementation of planned/radical change. Drawing on the literature related to change, knowledge, process and dynamic capabilities, a conceptual model is developed to explain evolutionary stages from pre-change to post-change declarative, procedural and heuristic knowledge within business processes. The model is based upon empirical data, collected qualitatively from two higher educational institutes based in Kuwait. This thesis also investigates redundant knowledge: knowledge that is no longer of use in post-change processes. In addition, the factors affecting knowledge evolution that exist during the period of implementing planned/radical change in a business process are identified and defined. Understanding these factors enhances the progression of staff members through the evolution stages. The model suggests that greater recognition of the pace at which knowledge evolves is important for implementing planned/radical change. The implications for practice are highlighted. This study has a number of limitations and suggestions for future research, which are set out in more detail in the concluding chapter.
| Identifer | oai:union.ndltd.org:bl.uk/oai:ethos.bl.uk:764845 |
| Date | January 2017 |
| Creators | Alyaseen, Nouf M. B. |
| Contributors | Braganza, A. ; Sivarajah, U. |
| Publisher | Brunel University |
| Source Sets | Ethos UK |
| Detected Language | English |
| Type | Electronic Thesis or Dissertation |
| Source | http://bura.brunel.ac.uk/handle/2438/15660 |
Page generated in 0.0019 seconds