Nothing happens or changes unless a manager makes it happen.
The cultural factors affecting organizational change have almost certainly been undervalued, and cultural/behavioristic implementations have shown some benefits. But the cause-effect relationship between cultural strategy and business benefits is not clear, because we still can't make dependable predictions about systems as complex as knowledge-based business organizations. Positive results achieved by cultural/behavioristic strategies may not be sustainable, measurable, cumulative, or replicable, and employees thoroughly "Dilbertized" by yet another management strategy may roll their eyes. Time will tell.
Bibliography
Bellinger, Gene. "Knowledge Management-Emerging Perspectives." 2004. June 17, 2005. http://www.systems-thinking.org/kmgmt/kmgmt.htm#tvokm.
Dragoon, Alice. "Less for Success." October 15, 2004. June 17, 2005. http://www.cio.com/archive/101504/km.html.
Moore, Cathleen. "Tapping Knowledge." Framingham: InfoWorld, October 15, 2001.
Gene Bellinger. "Knowledge Management-Emerging Perspectives." 2004. June 17, 2005. http://www.systems-thinking.org/kmgmt/kmgmt.htm#tvokm.
Bellinger.
Alice Dragoon. "Less for Success." October 15, 2004. June 17, 2005. http://www.cio.com/archive/101504/km.html.
Tom Davenport. "The New Work Order: Retooling the Knowledge Worker." October 1, 2003. June 17, 2005. http://www.cio.com/archive/100103/order.html.
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