Read the extract below and answer ALL the questions that follow.

Knowledge Management for Emerging Knowledge Organizations

Few researchers addressed the link between information technology and knowledge transfer, and even fewer the relationships between motivational leadership and knowledge management. The author states it might be a little problematic to implement knowledge management as a change agent during organizational change, it is argued that it can be used by what is today referred to as knowledge leaders, to manage not only knowledge creation, storing and codification, but also knowledge sharing to enhance the learning culture of emerging knowledge organizations. The commonality of most recent research indicates an emphasised focus on knowledge management (technical, human and communication components), and it is argued that knowledge leaders should implement strategic integrated communication to ensure the sustainability of knowledge organizations. These knowledge leaders should be able to: empower individuals to respond creatively to changing situations; adopt personal and active attitudes, individual and organizational goals; contribute to resonant leadership practices; should be self- and socially aware of emotions and goals; be equipped with skills such as self- and relationship management which is characterised by transparency, adaptability, collaboration and motivation; and should be associated with a supportive organizational climate due to a constructive organizational culture with the aim to inspire people to learn. There are also risks associated with knowledge management systems. Where knowledge management focuses on two main theoretical perspectives, namely human capital and knowledge based theory, the theory of strategic integrated communication emphasises that knowledge leaders should acknowledge the premises of the strategic intent of the organization by managing information through, inter alia, motivation, innovation and creativity. Knowledge assets are the knowledge drivers of an organizations success. And they can be unstructured, tacit knowledge. So as an example, there would be the deep expertise of key personnel. Or knowledge assets can be structured, explicit knowledge, codified. Examples there would be patents, copyrights and intellectual proprietary rights in codified form. What is interesting with knowledge assets is that the more you structure, the more you codify knowledge, the easier it is to share that knowledge, both internally and externally Source: https://www.weforum.org/agenda/2015/04/do-you-understand-your-companys-knowledge-assets/

QUESTION 1 (25)

Critically evaluate the concept of change management and report on relevant strategies an organisation must take into consideration when implementing change.