Knowledge Management as Change Agent to Ensure the Sustainability of Emerging Knowledge Organizations

Abstract

Few researchers addressed the link between information technology and knowledge transfer, and even fewer the relationships between motivational leadership and knowledge management. While it is realised in the literature that it might be a little problematic to implement knowledge management as a change agent during organizational change, it is argued that it can be used by what is today referred to as knowledge leaders, to manage not only knowledge creation, storing and codification, but also knowledge sharing to enhance the learning culture of emerging knowledge organizations. The commonality of most recent research indicates an emphasised focus on knowledge management (technical, human and communication components), and it is argued that knowledge leaders should implement strategic integrated communication to ensure the sustainability of knowledge organizations. These knowledge leaders should be able to: empower individuals to respond creatively to changing situations; adopt personal and active attitudes, individual and organizational goals; contribute to resonant leadership practices; should be self- and socially aware of emotions and goals; be equipped with skills such as self- and relationship management which is characterised by transparency, adaptability, collaboration and motivation; and should be associated with a supportive organizational climate due to a constructive organizational culture with the aim to inspire people to learn. Where knowledge management focuses on two main theoretical perspectives, namely human capital and knowledge based theory, the theory of strategic integrated communication emphasises that knowledge leaders should acknowledge the premises of the strategic intent of the organization by managing information through, inter alia, motivation, innovation and creativity. The research problem is that in spite of the tremendous research opportunities to examine these constructs, limited research has been conducted from emerging knowledge organization perspectives, especially during change and transformation. This study addressed this gap to enhance the field’s discussion with the main aim to critically review existing literature based on an interpretivistic approach from a predominantly postmodern perspective. Hence a theoretical framework has been developed to indicate the interrelationship of these concepts which should be considered by emerging knowledge organizations in future to ensure sustainable stakeholder relationships.