Abstract

Although there has been rich research conducted into the interrelated issues and factors among change management (ChM), knowledge management (KM) and project management (PM), most existing studies attempt to understand the role of KM in ChM and PM in general. Given the fundamental role played by KM in supporting IT project-oriented change management, the topics of knowledge networks and mobilisation across knowledge boundaries are relatively unexplored. Recent developments in KM have heightened the need for more understanding on four main issues: 1) insufficient knowledge traceability based on the relationships between knowledge elements and key factors; 2) most decision issues in PM are related to uncertainty, complexity and implicit ambiguity, particularly with regard to systematics and interrelatedness within project decisions; 3) lack of procedural knowledge to provide strategic direction for managing multiple IT projects; 4) lack of ‘lessons learnt’ documentation in knowledge bases. To address these issues, this research attempts to analyse KM, ChM and IT project management from a more integrated perspective, and investigates the development of a change management knowledge network model (CMKNM) in IT projects to facilitate knowledge mobilisation across organizational boundaries. The study employs a practice-based perspective by adopting both deductive and inductive approaches using an exploratory case study strategy. Empirical data were collected from semistructured interviews and company documents. A combination of thematic analysis and comparative analysis has been employed to analyse the data collected across seven public organisations, private organisations, and international companies. Results are obtained from the empirical study on the key factors influencing knowledge mobilisation in IT projectoriented change management, knowledge networks and connections. The results identified organisational factors and their influence on knowledge channels and knowledge networks. The CMKNM allows key knowledge mobilisation factors to be aligned with each other. Connections between knowledge networks allow knowledge to be mobilised by tracing knowledge channels to support ChM decisions. The study contributes to organisational and KM theories regarding organizational strategy, organisational culture, organizational capacity, knowledge network externalities, knowledge network intermediaries, and knowledge network infrastructure.

Keywords

Knowledge Mobilisation, Strategic Decision-making, Project-oriented Change Management, Organisational Change, Knowledge Networks, IT project Implementation

Document Type

Thesis

Publication Date

2018

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