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Strategic Organizational Change: Exploring the Roles of Environmental Structure, Internal Conscious Awareness and Knowledge†
Article first published online: 26 SEP 2003
DOI: 10.1111/1467-6486.00399
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How to Cite
Bloodgood, J. M. and Morrow, J. L. (2003), Strategic Organizational Change: Exploring the Roles of Environmental Structure, Internal Conscious Awareness and Knowledge. Journal of Management Studies, 40: 1761–1782. doi: 10.1111/1467-6486.00399
Publication History
- Issue published online: 26 SEP 2003
- Article first published online: 26 SEP 2003
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ABSTRACT We argue that strategic organizational change is best viewed as a multidimensional phenomenon consisting of various degrees of environmental structure and internal conscious awareness. And, by combining this conceptualization of change with a model of organizational knowledge transfer developed by Nonaka and Takeuchi (1995), we gain a better understanding of the types of change strategies that firms will pursue, the processes they should use to implement these strategies and the likely performance outcomes from these strategies. Specifically, we suggest that the levels of tacit and explicit knowledge needed to implement the new strategies are key determinants of firm performance following strategic organizational change.