Title: Knowledge management in changing environments: lessons from expert and non-expert decision-making literature
Authors: Daniel M. Eveleth
Addresses: College of Business and Economics, University of Idaho, Moscow, Idaho 83844-3161, USA
Abstract: A wealth of literature on individual decision-making and expertise serves as an analogy for understanding differences in organisational learning, organisational memory and knowledge management. This work draws on both macro- and micro-theory to explore the relationship between environmental change and organisation expertise, extending the Knowledge-Based Strategy Process model (Muthusamy and Palanisamy, 2004) that highlights the roles of cognition and managerial processes in organisational learning and strategy formulation. In particular, experts' advantages over non-experts increase as time pressure, the amount of change and the connectedness of change increase.
Keywords: organisational learning; knowledge management; strategic decision making; environmental change; organisation expertise; organisational memory; experts; cognition; managerial processes.
International Journal of Knowledge Management Studies, 2011 Vol.4 No.4, pp.375 - 388
Accepted: 19 Jan 2012
Published online: 29 Apr 2015 *