Strategic Organizational Change: Exploring the Roles of Environmental Structure, Internal Conscious Awareness and Knowledge
We argue that strategic organizational change is best viewed as a multidimensional phenomenon consisting of various degrees of environmental structure and internal conscious awareness. And, by combining this conceptualization of change with a model of organizational knowledge transfer developed by Nonaka and Takeuchi (1995), we gain a better understanding of the types of change strategies that firms will pursue, the processes they should use to implement these strategies and the likely performance outcomes from these strategies. Specifically, we suggest that the levels of tacit and explicit knowledge needed to implement the new strategies are key determinants of firm performance following strategic organizational change. Copyright Blackwell Publishing Ltd 2003.
Year of publication: |
2003
|
---|---|
Authors: | Bloodgood, James M. |
Published in: |
Journal of Management Studies. - Wiley Blackwell, ISSN 0022-2380. - Vol. 40.2003, 7, p. 1761-1782
|
Publisher: |
Wiley Blackwell |
Saved in:
freely available
Saved in favorites
Similar items by person
-
Search antecedents and outcomes of new venture perceived and actual knowledge incongruence
Bloodgood, James M., (2021)
-
Bloodgood, James M., (2021)
-
Knowledge acquisition and firm competitiveness : the role of complements and knowledge source
Bloodgood, James M., (2019)
- More ...