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| Author: | Irgens, E.J. |
| Title: | Institutional bridging: change projects as creators and carriers of knowledge |
| Journal: | Knowledge management research & practice
2009 : JUN, VOL. 7:2, p. 162-171 |
| Index terms: | knowledge management change projects |
| Freeterms: | knowledge transfer organizational continuity |
| Language: | eng |
| Abstract: | Using documents as the primary data source, this is a historical study of organizational change projects (henceforth as: prt/s.), covering a period of 15 years from 1985 to 2000 at an offshore construction yard. It is shown that change agents created links btw. new and former prt/s. when they prepared, introduced, and motivated employees for 'yet another' change prt/s., a process coined as 'institutional bridging'. For practicing managers and change agents, this finding implies that disruptive change may be avoided in case of one succeeding in building bridges btw. sequential change projects. |
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