Two Stage Analysis of Successful Change Implementation of Knowledge Management Strategies in Energy Companies from Romania

Eduard Ceptureanu,Doina Popescu,Sebastian Ceptureanu,Liviu Vlad

doi:10.3390/en10121965

Eduard Ceptureanu, Doina Popescu + Show 2 more

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https://doi.org/10.3390/en10121965

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Journal: Energies	Publication Date: Nov 25, 2017
Citations: 8	License type: CC BY 4.0

Affiliation: Bucharest University of Economic Studies

Abstract

The purpose of this paper is to emphasize the effects of knowledge management strategies toward organizational change in Romanian companies from the energy sector. This study explored a new vision to implement these types of organizational changes successfully in companies from the Romanian sector of energy and obtain their early benefits by using knowledge management strategies and also reveal the mediating effect of organizational learning and readiness for change. The results highlighted how energy companies can implement an Enterprise Resource Planning (ERP)-based change effectively through KM strategies. The results are equally valuable for all Romanian organizations that are currently changing their working environment.

Highlights

IntroductionGiven the increased pressures of changing markets, dynamic technology and global competition, companies from the energy sector are increasingly encountering the need for strategic level transformation [1]
The business world today is changing more rapidly than ever before
The results showed 46 percent variation found in success of organizational change (OC) due to knowledge management (KM) strategies (f -value = 98.29, p < 0.001)

Summary

Introduction

Given the increased pressures of changing markets, dynamic technology and global competition, companies from the energy sector are increasingly encountering the need for strategic level transformation [1]. This transformation encompasses all parts of a business, its structure, resources, technology, processes, and its culture. Technological developments, expanding markets, financial constraints, new model businesses, restructuring and mergers, and government legislation are putting pressure to change and organizational dynamics [2]. Success goes to those who can visualize how markets are changing, identify new configurations of service or delivery, and change “the rules of the game.”. Several studies have found that 70 percent of change efforts are unproductive [3,4]

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Conclusion