Knowledge network modelling to support decision-making for strategic intervention in IT project-oriented change management

Ali Alkhuraiji, Shaofeng Liu, Festus Oluseyi Oderanti, Fenio Annansingh, Jiang Pan

Research output: Contribution to journalArticlepeer-review

11 Citations (Scopus)
36 Downloads (Pure)

Abstract

This paper focuses on knowledge management to enhance decision support systems for strategic intervention in information technology (IT) project-oriented change management. It proposes a model of change management knowledge networks (CMKNM) to support decision by tackling three existing issues: insufficient knowledge traceability based on the relationships between knowledge elements and key factors, lack of procedural knowledge to provide adequate policies to guide changes, and lack of ‘lessons learned’ documentation in knowledge bases. A qualitative method was used to investigate issues surrounding knowledge mobilisation and knowledge networks. Empirical study was undertaken with industries to test the CMKNM. Results are presented from the empirical study on the key factors influencing knowledge mobilisation in IT project-oriented change management, knowledge networks and connections. The CMKNM model allows key knowledge mobilisation factors to be aligned with each other; it also defines the connections between knowledge networks allowing knowledge to be mobilised by tracing knowledge channels to support decision.

Original languageEnglish
Pages (from-to)285-302
Number of pages18
JournalJournal of Decision Systems
Volume23
Issue number3
Early online date20 Mar 2014
DOIs
Publication statusPublished - 3 Jul 2014

Keywords

  • knowledge mobilisation
  • knowledge networks
  • organisational change knowledge and IT projects
  • project-oriented change management
  • strategic decision-making

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