Twenty-Fifth International Conference on Knowledge, Culture, and Change in Organizations

Abstract

This research project investigates the dynamics of knowledge management (KM) within the context of organizational change, specifically focusing on reorganization, in the automotive industry. Employing the Grounded Theory Method, the study analyzes data from a series of in-depth interviews with industry professionals. The findings reveal two principal levers influencing employee engagement in knowledge sharing and utilization: emotional responses and perceived added value. The emotional component encompasses feelings of trust, security, and motivation, which are crucial in facilitating or hindering knowledge exchange. The concept of added value reflects employees’ recognition of the tangible benefits derived from knowledge sharing, both for themselves and the organization. These elements are further modulated by the nature and execution of the reorganization process. The study underscores that effective reorganization strategies significantly enhance KM effectiveness by aligning emotional incentives and demonstrating clear added value to employees. This research contributes to the field of organizational knowledge management by providing nuanced insights into the interplay between organizational change and KM processes. It offers valuable implications for researchers as well as practitioners, emphasizing the need for strategic management of emotional factors and value perception during periods of transformation to optimize knowledge management outcomes.