This paper is concerned with the ability of organizations to innovate and
successfully achieve technological and organizational change. It recognizes
the complexity of the issues that contribute to the management of such
change and the role of the learning organization. Through the use of
organizational and technological literature it presents the development of a
conceptual model for understanding the processes of knowledge transfer. The
use of the model is demonstrated within a case study which explores the
successful introduction of technology change into a division of a major bank.
The study investigates in detail, through the reflections of individuals within
the company, the activities and behaviours that have led to the successful
introduction of technology change. The paper includes some of the findings
and analysis of the study. The use of the model as a tool for understanding
organizational processes is evaluated. Copyright © 1996 Elsevier Science Ltd