Prior to restructuring a large New Zealand organisation was divided into six divisions. The new structure saw the atomisation of the organisation into thirty-two companies each with its own Chief Executive. One aim of the restructuring was to become more innovative. The purpose of the research was to investigate the impact of the restructuring on knowledge sharing, innovation and culture. Sharing and creating knowledge are critical to organisations yet the level of knowledge sharing occurring is dependent upon the organisation’s culture. Attempting to make a transition from a culture where knowledge sharing may not be the norm to one that emphasises the importance of sharing can be traumatic for those involved. It is through knowledge sharing that ideas emerge and lead to innovations that are essential for the ongoing sustainability of an organisation. The paper will include views on whether large or small organizations are more innovative.
|Keywords:||Knowledge, Culture, Innovation, Change|
Programme Director, School of Business, Unitec New Zealand, Auckland, New Zealand
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