Knowledge management in changing environments: lessons from expert and non‐expert decision‐making literature

A wealth of literature on individual decision‐making and expertise serves as an analogy for understanding differences in organisational learning, organisational memory and knowledge management. This work draws on both macro‐ and micro‐theory to explore the relationship between environmental change and organisation expertise, extending the Knowledge‐Based Strategy Process model (Muthusamy and Palanisamy, 2004) that highlights the roles of cognition and managerial processes in organisational learning and strategy formulation. In particular, experts' advantages over non‐experts increase as time pressure, the amount of change and the connectedness of change increase.