Understanding the influence of organizational change strategies on information technology and knowledge management strategies

Understanding knowledge management system usage antecedents: An integration of social cognitive theory and task technology fit

“…Therefore, when using tacit knowledge people naturally perceived task technology less fit because information systems can not fully satisfy people's unspoken need. Meanwhile, tacit knowledge is intimately human and is often the source of company's competitiveness [12]; therefore, knowledge management should not be limited with the technology itself. Strategies that succeed in making tacit knowledge more explicit may make it possible for easier imitation by competitors, thus negating an advantage gained by the more rapid dissemination of the information.…”

A modelagem como um ambiente de aprendizagem para a conversão do conhecimento matemático

“…Nesse sentido, a construção do conhecimento matemático é um processo interativo, contínuo e sinérgico (CHOO, 1996;BLOODGOOD;SALISBURY, 2001) que tende a facilitar a conversão entre os conhecimentos explícito e tácito que é desencadeada no ambiente de aprendizagem da modelagem.…”

Knowledge network modelling to support decision-making for strategic intervention in IT project-oriented change management

“…Knowledge management and change management concepts are widely described in the literature as being interwoven (Bloodgood & Salisbury, 2001). They are multidisciplinary fields which seek to enhance the utilisation of organisational assets for competitive advantage (Birasnav, Rangenekar & Dalpati, 2011;Wiig, 2000).…”

“…Some scholars believe that the key competencies of organisations are built upon employees' experiences and skills, thus highlighting the need to find ways of tapping into such knowledge to develop and maintain core capabilities (Gareis & Hueman, 2000). Therefore, one of the most critical failure factors related to inadequate decision-making systems is a result of the poor selection of change management strategies; this can be attributed to a lack of knowledge and poor knowledge management (Bloodgood & Salisbury, 2001;Burnes, 2004). Knowledge management and Change management strategies always call for new approaches to supporting decision making in order to deal with on-going organisational issues (Cao & McHugh, 2005).…”