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dc.contributor.authorAlkhuraiji, Ali
dc.contributor.authorLiu, Shaofeng
dc.contributor.authorOderanti, Festus Oluseyi
dc.contributor.authorAnnansingh, Fenio
dc.contributor.authorPan, Jiang
dc.date.accessioned2017-07-25T16:06:10Z
dc.date.available2017-07-25T16:06:10Z
dc.date.issued2014-07-03
dc.identifier.citationAlkhuraiji , A , Liu , S , Oderanti , F O , Annansingh , F & Pan , J 2014 , ' Knowledge network modelling to support decision-making for strategic intervention in IT project-oriented change management ' , Journal of Decision Systems , vol. 23 , no. 3 , pp. 285-302 . https://doi.org/10.1080/12460125.2014.886499
dc.identifier.issn1246-0125
dc.identifier.otherPURE: 10585590
dc.identifier.otherPURE UUID: 6a5d3afd-9ae6-43c0-8e62-1992cd157fb0
dc.identifier.otherScopus: 84926086486
dc.identifier.urihttp://hdl.handle.net/2299/19066
dc.descriptionThis is the Accepted Manuscript version of an article published by Taylor & Francis in Journal of Decision Systems on 20 March 2014, available online: http://www.tandfonline.com/doi/abs/10.1080/12460125.2014.886499.
dc.description.abstractThis 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.en
dc.format.extent18
dc.language.isoeng
dc.relation.ispartofJournal of Decision Systems
dc.rightsEmbargoed
dc.subjectknowledge mobilisation
dc.subjectknowledge networks
dc.subjectorganisational change knowledge and IT projects
dc.subjectproject-oriented change management
dc.subjectstrategic decision-making
dc.subjectManagement Information Systems
dc.subjectSoftware
dc.titleKnowledge network modelling to support decision-making for strategic intervention in IT project-oriented change managementen
dc.contributor.institutionHertfordshire Business School
dc.contributor.institutionDepartment of Management, Leadership and Organisation
dc.description.statusPeer reviewed
dc.date.embargoedUntil2015-03-20
dc.identifier.urlhttp://www.scopus.com/inward/record.url?scp=84926086486&partnerID=8YFLogxK
dc.relation.schoolHertfordshire Business School
dc.description.versiontypeFinal Accepted Version
dcterms.dateAccepted2014-07-03
rioxxterms.versionAM
rioxxterms.versionofrecordhttps://doi.org/10.1080/12460125.2014.886499
rioxxterms.licenseref.urihttp://creativecommons.org/licenses/by/4.0/
rioxxterms.licenseref.startdate2015-03-20
rioxxterms.typeJournal Article/Review
herts.preservation.rarelyaccessedtrue
herts.date.embargo2015-03-20
herts.rights.accesstypeEmbargoed


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