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Re-conceiving Change Management:: A Knowledge-based Perspective


  • Balogun, Julia
  • Jenkins, Mark


This paper argues that for us to advance our thinking on the management of change, it may be useful to re-conceive of change as a process of knowledge generation. For organisational transformation to occur, an organisation's members need to evolve new tacit knowledge about the way they interact both with each other and external stakeholders, and how they co-ordinate their activities. We use a case study of organisational transformation to illustrate how concepts from knowledge generation can be used to reframe some of the typical issues that arise, and make suggestions for practice.

Suggested Citation

  • Balogun, Julia & Jenkins, Mark, 2003. "Re-conceiving Change Management:: A Knowledge-based Perspective," European Management Journal, Elsevier, vol. 21(2), pages 247-257, April.
  • Handle: RePEc:eee:eurman:v:21:y:2003:i:2:p:247-257

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    Cited by:

    1. repec:eee:jbrese:v:88:y:2018:i:c:p:314-320 is not listed on IDEAS
    2. Pëdro Sáenz Muñoz, 2008. "Gestión del conocimiento en PYME's: Qué aspectos cuentan?," Investigación & Desarrollo 0508, Universidad Privada Boliviana, revised Mar 2008.
    3. repec:eee:jbrese:v:93:y:2018:i:c:p:67-78 is not listed on IDEAS
    4. Daniela IONIȚĂ, 2013. "An exploratory research on change and performance in small and medium enterprises in Romania," Management & Marketing, Economic Publishing House, vol. 8(1), Spring.


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