Concept Paper: Organizational Change and Knowledge Management – Designing a knowledge culture within Federal Policing in Canada


  1. Masys, A.
Corporate Authors
Defence R&D Canada - Centre for Security Science, Ottawa ONT (CAN)
‘To be competitive and cope with the evolution of markets, organizations need to adapt their structures and processes, change how they design and distribute tasks, assign roles and coordinate decisions and activities’ (Barbaroux, 2011:626). Such change management initiatives normally require tackling complex problems that are often distributed across a range of people and processes within an organization. The management literature clearly articulates the challenges citing that close to 70% of change management initiatives fail. What makes change management a complex domain is that organizations are characterized by their intricate and multiple intertwined interactions, relationships and cultures. Recognizing the complex and dynamic environment, transformational change may result in a move towards the creation of new configurations of organizational components. This can have significant impact on how knowledge is created, shared and applied. The objective of the study is to position culture as a critical design feature and enabler of the knowledge management strategy for RCMP Federal Policing. This concept paper demonstrates how the network analysis approach can be applied to garner insights into the development of the Federal Policing knowledge agenda and the subsequent implementation of a Knowledge Management System that recognizes culture as a key feature to support the change management initiative.

Il y a un résumé en français ici.

Knowledge Management;Change Mangement;Federal Policing
Report Number
DRDC-CSS-LR-2013-040 — Letter Report
Date of publication
01 May 2013
Number of Pages
Electronic Document(PDF)

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