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Volume 5 Issue 2, May 2007
The Dissemination and Adoption of Knowledge Management Practices Behavioural Model
Raul M. Abril
Henley Management College, UK
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This paper studies a real global consulting organization that recognised that important firm resources like processes, technology and capital were not enough in order to drive the required attitudinal change towards the adoption of knowledge management practices. Details are presented about the lessons learned from a couple of unsuccessful past knowledge management programs. As a consequence of such lessons learned, a problem statement was enacted as "there is low adoption of knowledge management practices in the professional services organization after a number of unsuccessful initiatives". The theorized conclusion was that "there are unfavourable attitudes and they influence professional services behaviour which results in low adoption of knowledge management practices in the professional services organization". The following research question was formulated "What are the drivers that will favour positive attitudes that will enable a behavioural change towards the adoption of knowledge management pra ctices (in a professional services organization that is perceived as having an excellent performance delivering projects)?" A research was conducted resulting in a set of drivers formulated as hypotheses, and then a change management plan was constructed identifying specific actions aligned to such drivers. Details are provided about the research design, identified drivers and preliminary results testing the hypotheses executing the change management plan. Lessons learned from the execution of the change management plan were that (i) action research components were of help harvesting knowledge assets from tacit knowledge, (ii) perceived value moderates the motivation of associates to participate in the knowledge enablement program, and (iii) knowledge practice owners should perform their agentic task as consultants.
Keywords:
Driving attitudinal change, knowledge practice owners, ethnography, knowledge enablement, global consulting organization, action research
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