Open AccessKnowledge Management through Organizational Culture Change
Author(s) -
Oleg Tilchin,
Mohammad Essawi
Publication year - 2013
Publication title -
international journal of business administration
Language(s) - English
Resource type - Journals
eISSN - 1923-4015
pISSN - 1923-4007
DOI - 10.5430/ijba.v4n5p24
Subject(s) - component (thermodynamics) , constructive , process (computing) , order (exchange) , computer science , knowledge management , organizational culture , process management , organizational change , business , management , public relations , political science , economics , physics , finance , thermodynamics , operating system
A dynamic model serving as a tool for implementation of experiences of organizational culture change is suggested. It is aimed at providing effective knowledge management (KM) of employees. Dynamics of the model are expressed by a change of its parameters. It is adjusted to the dynamic process of implementing experiences. Building the model includes elaboration and integration of interconnected components. The “Result” is a central component of the model. This component determines a desired organizational goal and possible directions of its attainment. The “Confront” component engenders constructive confrontation in an organization. For this reason, the employees are prompted toward KM culture change with the purpose of attaining the desired result. The “Assess” component realizes complex assessments of employee proposals by management and peers in order to obtain the desired result. The “Reward” component sets the order of assigning rewards to employees based on the assessments of their proposals directed towards attaining the desired result in an organization