Knowledge management in changing environments: lessons from expert and non-expert decision-making literature
by Daniel M. Eveleth
International Journal of Knowledge Management Studies (IJKMS), Vol. 4, No. 4, 2011

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.

Online publication date: Wed, 29-Apr-2015

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