Abstract
Purpose In recent times, organizations and leaders are focusing on new strategies to increase the success rate of organizational change (OC) implementation. Therefore, the study attempts to uncover the sources and role of knowledge sharing (KS) to overcome the challenges of OC implementation. Design For this research, data have been gathered from respondents based on their key designations by using unstructured interview method. Thematic analysis was then performed using the NVivo 11-Plus software. Findings It has found that employees in public sector organizations are opposing OC due to lack of effective communication, lower level of participation in decision making, and barriers of, for example, a cultural, social, structural, and political nature. Therefore, this study suggests how KS can employ to overcome the challenges of OC implementation. Implications KS has become necessary to ensure incremental and radical changes in the survival of dynamic businesses. The results are useful to enhance understanding regarding the role of KS in the context of OC among change leaders, researchers, academicians, and policy makers. Originality The study provides meaningful and novel knowledge regarding role of KS to overcome the challenges of OC implementation. No prior research that contributes practical and theoretical knowledge in the perspective of KS and OC has been found especially in the context of developing countries and Asian culture. Therefore, this investigation attempts to explore the role of KS and presented overarching conceptual framework in the real context of OC implementation.
