Readiness for Change in Knowledge Sharing Initiatives: Grounded in Micro-Foundations

Abstract

While many organisations have adopted more traditional models of change rooted from the top-down, organisational knowledge sharing initiatives differ, where most of the complex processes are handled at the human-level. Consequently, knowledge sharing initiatives present a unique type of conundrum where there is a need to closely interconnect human behaviours and the person’s readiness to identify the most effective approaches to achieve change. This paper investigates the individual level readiness-for change by studying organisational knowledge sharing initiatives from a micro-foundational perspective. To understand the various interpretations, meanings, and patterns of the different influential factors supporting or inhibiting an individuals’ readiness-for change, necessitates an exploratory grounded theory approach, to analyse the individual level experiences and views regarding the factors affecting their readiness-for change during an organisational knowledge sharing initiative. Building on the micro-foundational approach, the study aims to bridge the gap between micro (behaviour change factors) and macro levels (strategic management control factors) in an attempt to explore the mechanisms through which an individual’s readiness is better managed.