The agility paradigm suggests that knowledge management is central to an organisations’ capability to proactively anticipate environmental changes and respond to them effectively. This book specifically explores how organisational identity impacts knowledge flows within an organisation, influencing and negotiating its responsiveness. By looking at agility through the identity lens the author takes a cross-disciplinary approach that aims at offering a new and important perspective towards our current understanding of change management and in particular, of the agility model, making this book a valuable resource for students, researchers and practitioners.
