Based on a combination of organizational culture literature and extensive case studies conducted by the authors, this paper presents a model of change, culture, and knowledge management. The model rests upon an understanding of a prototypical employee’s activities, set of meetings, and attitude cluster. The acceptance or rejection of knowledge management practices depends upon their impact upon each employee’s activities, meetings, and attitudes, and whether or not that person’s work style is conducive to this type of change.
Published Date: May 2000
Registration: ISBN 978-1-57735-113-9
Copyright: Published by The AAAI Press, Menlo Park, California.