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A Knowledge-Sharing Approach to Organizational Change: A Critical Discourse Analysis

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Organizations as Knowledge Systems

Abstract

Knowledge management in organizations has been gaining attention recently for its potential to maximize competitive advantage through deploying organizational knowledge more effectively. However, how knowledge is created, disrupted, shared, lost and re-created within the transformative struggles of organizational restructuring processes has, as yet, received less attention. In turn, the impact of knowledge management processes on the restructured organizations remains largely unexamined in empirical studies of organizational change. Such research, however, is crucial to developing organizational learning and capabilities to face uncertain futures in dynamic business environments.

Organisations do not simply work, they are made to work.

Tsoukas and Chia (2002: 577)

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Authors
  1. Lesley Treleaven
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Editor information

Editors and Affiliations

  1. Organization and Management, ALBA, Greece

    Haridimos Tsoukas (George D. Mavros Research Professor) (George D. Mavros Research Professor)

  2. ALBA, Greece

    Nikolaos Mylonopoulos (Assistant Professor of Information Systems) (Assistant Professor of Information Systems)

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© 2004 Lesley Treleaven

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Treleaven, L. (2004). A Knowledge-Sharing Approach to Organizational Change: A Critical Discourse Analysis. In: Tsoukas, H., Mylonopoulos, N. (eds) Organizations as Knowledge Systems. Palgrave Macmillan, London. https://doi.org/10.1057/9780230524545_8

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