The impact of change readiness on the knowledge sharing process for professional service firms

Purpose – The study aims to assess the influence of change readiness on the knowledge sharing process. This study proposes that readiness for knowledge sharing involves developing holistic understanding of the process through identification of individual and organisational readiness. Design/methodology/approach – The study adopts a qualitative case study design involving three New Zealand professional service firms (PFSs). Using grounded theory analysis, categories and concepts of change readiness that shape the knowledge sharing process were identified. The linkages among these elements offer an explanation of how readiness for knowledge sharing is formed. Findings – Findings show that beliefs regarding knowledge sharing and individual expertise determine individual readiness to share knowledge. Readiness for the process is escalated by instilling collective commitment for knowledge sharing. A conducive organisational context, which comprises communication, participation and learning, represents a firm’s capability to implement the knowledge sharing process. Findings also highlight the moderating influences of firm archetype, inter-profession differences and knowledge nature in the interplay between change readiness elements and the knowledge sharing process. Research limitations/implications – Findings reveal elements that motivate readiness for knowledge sharing from a change perspective. The propositions and theoretical model offered could extend understanding of the phenomena and lead to further studies assessing readiness for other knowledge management processes. The study involves three PFSs; hence, interpretation of the findings is limited within the scope and context of the study. Practical implications – Findings contribute to the formulation of firms’ knowledge sharing strategies by offering holistic insights into the importance of motivating readiness for knowledge sharing through consideration of multidimensional change readiness: individual and collective beliefs, individuals’ characteristics and organisational context. Originality/value – It is the first empirical study that seeks to develop theory how change readiness elements influences knowledge sharing in the organisation. To offer more contextualised findings, the study focusses on the phenomena of change readiness and knowledge sharing within the professional service industry.