The Effect of Customer Knowledge Management and Role of Management Involvement on the Success of Change Projects in an Organization

This study examined the impact of Customer Knowledge Management (CKM) and the Role of Management Involvement on the success of Change Projects within organizations, particularly focusing on Pakistan’s software industry. Using a quantitative research approach and data from 280 employees, the findings revealed that while management's role has a significant positive effect on change project success, CKM does not show a direct positive influence. The research extends the theoretical understanding of Dynamic Capabilities Theory by emphasizing internal leadership behaviors over information systems in change initiatives. Practical recommendations include prioritizing leadership development and better aligning CKM efforts with organizational change goals. The study highlights limitations such as sector-specific focus and cross-sectional design, and suggests future research incorporate broader industries, longitudinal methods, and mediating factors like organizational culture.