Positioning change readiness in knowledge management research

Purpose – This paper aims to propose a conceptual model for understanding the influence of change readiness on knowledge management processes and knowledge management effectiveness. It is suggested that change readiness should be assessed as a multidimensional construct consisting of psychological and structural facets. Furthermore, as the process of managing organizational knowledge requires interaction among members of the organization, a holistic view of readiness at individual and organizational levels is presented. Design/methodology/approach – A comprehensive literature review results in the development of the conceptual model that depicts potential relationships between change readiness and knowledge management processes. It also postulates the effects of different knowledge management processes on effective knowledge management implementation. Findings – Potential implications of change readiness from both psychological and structural dimensions for knowledge acquisition, creation and sharing processes are put forward. Further, it offers possible fruitful areas for continuous research of knowledge management effectiveness from a change perspective. Research limitations/implications – This article puts forward a number of potential relationships among the construct that are empirically testable to further understanding of multidimensional change readiness influences on the various types of knowledge management processes and its effective implementation. Practical implications – Through a conceptualisation of the relationships between change readiness, knowledge management processes and knowledge management effectiveness, this paper offers a number of practical guidelines for the development of knowledge management policy and a road map from a change management perspective. Originality/value – Previous literature on knowledge management focuses on understanding organizational readiness to promote successful knowledge management implementation in terms of the structural dimension. This paper proposes understanding of change readiness from a more comprehensive perspective comprising both psychological and structural readiness and its influences on knowledge management processes, which could affect overall effectiveness of knowledge management implementation.