Integrating Change Management with a Knowledge Management Framework: A Methodological Proposal

Abstract

This study proposes the integration of change management with a knowledge management framework to address knowledge retention and successful change management in the context of Industry 5.0. Using the ADKAR model, it is suggested to implement strategies for training and user acceptance testing. The research highlights the importance of applying the human capital life cycle in knowledge and change management, demonstrating the effectiveness of this approach in adapting to Industry 5.0. The methodology includes a review of the state of the art in intangible asset management, change management models, and the integration of change and knowledge management. In addition, a case study is presented in a food production company that validates the effectiveness of the ADKAR model in implementing digital technologies, improving process efficiency and increasing employee acceptance of new technologies. The results show a significant improvement in process efficiency and a reduction in resistance to change. The originality of the study lies in the combination of the ADKAR model with intangible asset and knowledge management, providing a holistic solution for change management in the Industry 5.0 era. Future implications suggest the need to explore the applicability of the ADKAR model in different industries and cultures, as well as its long-term effects on organisational sustainability and innovation. This comprehensive approach can serve as a guide for other organisations seeking to implement successful digital transformations.

1. Introduction

The concept of the Fourth Industrial Revolution (4IR) has developed rapidly and is being adopted in many business sectors around the world. In short, the focus of this concept is the intelligent application of digital tools and what it means to use the potential of the Internet of Things (IoT) in industry and in general in any type of organisation, obtaining value for companies and society. However, in different forums, the term Fifth Industrial Revolution or Industry 5.0 is already being used, which is considered a complement to the 4IR and where the human dimension is included as a basic principle. Although we are probably in the early stages of consolidation and development of this event, the Fifth Industrial Revolution or Industry 5.0 is an initiative that is gaining momentum and has been reported, for example, by the Directorate General for Research and Innovation of the European Commission [1]. This trend is based, among other things, on the generally accepted premise in any business sector that the human factor must be considered a valuable asset. That is why, in the field of organisational development and human capital, the authors consider it necessary to complement the reference frameworks proposed for managing knowledge [2] with a proposal for organisational change management, where the knowledge to be managed is identified and prioritized as a fundamental part of the competencies required by human resources to ensure the achievement of business objectives through an effective and efficient deployment and execution of processes. With this objective, this contribution proposes to incorporate the necessary concepts and actions to accompany this framework with a change management strategy, which allows not only to identify, prioritize and categorize knowledge, but also to ensure that the proposed changes obtain an adequate assimilation of knowledge, facilitate its transfer, and evaluate the needs for follow-up and reinforcement. In summary, this proposal combines or complements the reference framework for knowledge management (framed in intangible assets) with the ADKAR change management methodology, with an example of a practical application.

The management of intangible assets is a cross-cutting and, in a way, atypical issue for organisations, since normally when we talk about assets, we refer to machines, equipment, and physical elements in general. However, ISO 55000 [3] defines assets as “everything that brings value to the organisation”. Therefore, it makes sense to consider the human resource as a relevant asset of any organisation. Currently, in most business sectors, the process of implementing the concepts and technologies associated with the Fourth Industrial Revolution is underway, whose focus is mainly concentrated on the intelligent management of information and the generation of value from digital tools. However, in this new approach called Industry 5.0, in addition to value generation and digitization, the human dimension is included. The Industry 5.0 approach is an initiative led, among others, by the European Commission to build a more sustainable and resilient society, economy, and industry [1]. The EC2021 report published by this commission defines three key aspects suggested to achieve an adequate adoption of the principles of Industry 5.0 in an organisation: it must be sustainable, it must be resilient, and, of course, it must be human-centered. Therefore, in short, the human factor must be considered a relevant asset in any business sector, and this reinforces the fact of the need to define and develop a framework to manage this type of asset of intangible nature [4].

The research questions that this paper is intended to respond to are the following:

I.

How can integrating the ADKAR model with intangible asset and knowledge management improve knowledge retention and change acceptance in Industry 5.0?

This question is addressed in this research by proposing a framework that combines the ADKAR model with intangible and knowledge asset management, demonstrating its effectiveness in a case study in a food production company.

II.

What is the impact of applying the human capital lifecycle to knowledge and change management in the context of Industry 5.0?

This contribution answers this question by highlighting the importance of applying the human capital life cycle in knowledge and change management, showing how this approach improves process efficiency and reduces resistance to change.

III.

What are the long-term implications of combining change and knowledge management for organisational sustainability and innovation?

The research suggests that combining these approaches not only facilitates the adoption of digital technologies but also has positive long-term effects on organisational sustainability and innovation, which is proposed as a future line of research.

Basically, the content deals with a topic where a conceptual framework for knowledge management has been defined based on ISO standards and takes as a basis a reference framework for physical asset management [5]. Nevertheless, the main contribution is to complement it with a change management methodology which allows the knowledge required in an organisation, in addition to being identified and hierarchized, to be adequately captured, internalized, and transferred. Additionally, a series of elements to be considered in the employee’s life cycle during his or her permanence in the organisation is proposed. In order to explain how change management and knowledge retention occur in the context of Industry 5.0, it becomes crucial to use concepts that will allow for an analysis of these various factors. Therefore, a literature review is imperative. This review will aim to identify studies conducted on the ADKAR methodology, its implementation within different organisations, and its compatibility with the knowledge management frameworks. Through the use of literature reviews and case evaluations, the goals set out for this research are to determine the strengths and weaknesses of the models within the context of prior literature and case findings. This will create a strong ground from which we will pursue the research on the integrated approach of change management and intangible asset management as the framework for the enhancement of organisational improvement and advancement of technology enhancement. Finally, after describing the development of the change management methodology as a complement to the framework for intangible assets, the main findings and contributions will be summarized in the Conclusions section.

2. Literature Review

In order to analyse the state of the art in intangible asset management and change management, we searched for mainly open access articles from the last 5–10 years in Q1 or Q2 impact journals. These articles aim to cover various aspects of knowledge management, organisational change, digital transformation and the importance of effective change management strategies. They typically analyse the impact of knowledge sharing, knowledge management strategies and the effect on employees on the successful implementation of change in different sectors and industries. To proceed with the literature review, the following aspects have been reviewed in an attempt to answer key questions:

• Definition and Conceptualisation of Intangible Assets: How are intangible assets defined and categorised in the current literature? What methodologies exist for their identification and prioritisation?

Intangible assets are considered the most valuable assets of a company in today’s era, especially in knowledge-intensive contexts [6]. According to the literature, intangible assets are defined and classified into different types and groups. These assets include human capital, structural capital and relational capital, among others. Each of these types of intangible capital plays a crucial role in value creation and firm competitiveness [7].

There are various methodologies for the identification and prioritisation of intangible assets, depending on the purpose of their application. Some of the most prominent methodologies include:

• Financial methods: These methods focus on the financial valuation of intangible assets, such as the Financial Method of Intangible Assets Measurement (FiMIAM).
• Management and measurement models: Models such as the Intellectus Model provide a framework for the measurement, management and reporting of intellectual capital, adapting to both public and private sectors.
• Integrated information systems: Integrated management of intangible assets using information systems such as ERP (Enterprise Resource Planning), CRM (Customer Relationship Management), BI (Business Intelligence), and IMC (Intellectual Capital Management) can significantly increase their value [8].

These methodologies allow companies not only to identify and prioritise their intangible assets, but also to better align them with their business, economic and strategic management contexts, thus maximising their value and competitiveness in the marketplace.

2.

Change Management Models: What are the most recognised change management models used in practice? How do they compare in terms of effectiveness and applicability in different organisational contexts?

The most widely recognised change management models used in practice include Kotter’s eight-step model and Lewin’s three-step model. These models are widely applied in a variety of organisational contexts, especially in complex environments such as the health sector, although they can be applied in other settings [9].

• Kotter’s eight-step model: This model focuses on creating a sense of urgency, building a powerful coalition, developing a vision and strategy, communicating the vision for change, empowering employees for action, generating short-term wins, consolidating achievements and anchoring new approaches in the organisational culture.
• Lewin’s three-stage model: This model is based on three stages: unfreeze, change and refreeze. The first stage involves preparing the organisation for change, the second stage focuses on implementing the change and the third stage aims to stabilise the organisation after the change.

Both models are effective and applicable in different organisational contexts, but their effectiveness may vary according to the specific environment and needs of the organisation [10]. In complex contexts such as the health sector, both models have proven useful as guiding principles for change. For example, Kotter’s model provides a series of clear and structured steps that can help organisations to manage change effectively. On the other hand, Lewin’s model is valued for its simplicity and its focus on preparing for and stabilising change.

The applicability of these models may vary. Kotter’s model is particularly useful in situations where a structured, step-by-step approach is needed. It is ideal for large organisations that require detailed guidance for implementing significant change. Lewin’s model, with its more flexible approach, may be more suitable for smaller organisations or for less complex changes.

Change management factors such as participation and communication have a positive impact on innovative behaviour and organisational innovation. Employee involvement in the change process and effective communication are crucial for the success of any change initiative. These factors not only facilitate the implementation of change, but also foster an environment of innovation within the organisation [11].

3.

Integration of Change Management and Knowledge Management: What approaches exist for integrating change management with knowledge management? What benefits and challenges have been identified in the literature?

There are several approaches to integrating change management with knowledge management (KM). Among the most prominent are personalisation and codification strategies. These strategies not only facilitate the successful implementation of change but also reduce employee cynicism and increase readiness for change [12]:

• Personalisation and codification: Personalisation strategies focus on face-to-face interaction and socialisation, allowing for an effective exchange of tacit knowledge. On the other hand, codification is based on the documentation and storage of explicit knowledge, facilitating its access and use by the organisation.
• Knowledge sharing: Knowledge sharing is crucial to overcome challenges in implementing organisational change. It improves communication, employee participation and helps to overcome cultural, social, structural and political barriers.

In terms of benefits identified in the literature, it is worth noting that personalisation and codification strategies significantly improve the successful implementation of change by reducing employee scepticism and increasing their readiness for change [13]. Knowledge sharing facilitates better communication and employee engagement, which is crucial for the success of any change initiative. This helps to create an environment that is more collaborative and receptive to change. KM strategies have an indirect effect on successful organisational change through organisational learning and readiness for change. This means that by fostering a culture of continuous learning, organisations can be better prepared to adapt to change [14].

Regarding challenges, these same references highlight how cultural and social differences within an organisation can make it difficult to share knowledge and implement change. It is crucial to address these barriers to ensure a smooth transition. Likewise, resistance to change is a common challenge in any organisational change process. KM strategies can help mitigate this resistance by encouraging greater participation and communication, but they do not completely eliminate the challenge. Effective implementation of KM strategies therefore requires significant resources and capabilities, including specific skills and competencies of change implementers. The lack of these resources can limit the success of KM and change management integration.

4.

Impact of Digital Transformation: How does digital transformation and the transition to Industry 5.0 affect intangible asset management and organisational knowledge? What new demands and opportunities arise in this context?

Digital transformation and the transition to Industry 5.0 have a significant impact on the management of intangible assets and organisational knowledge. These technological and organisational changes not only redefine how knowledge is managed but also create new demands and opportunities for companies [15]. Digital transformation plays a crucial role in the development of knowledge management and the evolution towards Industry 5.0. Digital technologies, such as big data analytics and the Internet of Things (IoT), have revolutionised the way companies acquire, transform and exploit knowledge. These technologies enable greater speed and the ability to transform and recombine knowledge, which is essential in an increasingly open and dynamic business environment.

The transition to Industry 5.0 has reshaped how companies manage knowledge. Big data analytics and IoT play key roles in every phase of the absorptive capacity process, from knowledge acquisition to knowledge exploitation. This implies that companies can now access and elaborate different types and structures of knowledge more efficiently than before [16].

As a result, new demands and opportunities arise [17]:

• Malleable organisational designs: Digital transformation is moving companies towards malleable organisational designs that allow for continuous adaptation. These designs are embedded in and driven by digital business ecosystems, facilitating greater flexibility and responsiveness to market changes.
• Innovation and new projects: The increasing amount and variety of knowledge available through digital infrastructures, such as crowdfunding platforms and open-source projects, are fostering the emergence of new innovation projects. This creates opportunities for companies to develop innovative products and services that respond to changing market needs.
• Intangible asset management: The management of intangible assets, such as intellectual capital and organisational knowledge, becomes more complex but also more critical in the context of Industry 5.0. Companies must develop new competencies and capabilities to manage these assets effectively, leveraging digital technologies to maximise their value.
• Knowledge management challenges: As companies digitise, they face additional challenges in managing the growing volume of knowledge and information flows. This requires greater investment in technologies and processes that facilitate the capture, transfer and exploitation of knowledge both within and across organisational boundaries.

5.

Case Studies and Practical Applications: What case studies exist that demonstrate the practical application of change management models in the implementation of digital technologies? What are the results and lessons learned?

The implementation of digital technologies in the context of Industry 5.0 has been the subject of several case studies that illustrate both the challenges and lessons learned in change management [18]. Digital transformation models for the transition to Industry 5.0 typically focus on vision, strategy and roadmap. However, it has been observed that little attention is paid to the implementation and consolidation of digital change. This suggests that while companies may have a clear direction and strategic plan, the effective execution and integration of these changes remain areas that require further focus and development.

Kobus et al. (2022) [19] studied lean IT implementations, identifying seven key characteristics of a corresponding change management approach. These characteristics include:

• Top management commitment: The active involvement and support of top management is crucial for successful implementation.
• Effective communication: Clear and continuous communication with all levels of the organisation helps to manage expectations and reduce resistance to change.
• Training and development: Providing adequate training and development opportunities for employees facilitates the adoption of new technologies and processes.
• Employee involvement: Involving employees in the change process increases their commitment and buy-in.
• Evaluation and feedback: Implementing mechanisms to evaluate progress and collect feedback allows for timely adjustments and continuous improvement.
• Organisational culture: Fostering a culture that values innovation and continuous improvement is essential to sustain change.
• Project management: Using robust project management methodologies ensures that changes are implemented in a structured and efficient manner.

An adaptation of the model in a Swiss company can help organisations learn from past experiences and distribute successful project knowledge across the network of organisational elements [20]. This model suggests that, as in Swiss cheese, where holes can line up to allow an object to pass through, failures in projects can line up to create vulnerabilities. However, by learning from these failures and sharing the knowledge gained, organisations can strengthen their processes and reduce the likelihood of future errors.

As lessons learned, the case studies highlight the need to pay more attention to the implementation and consolidation phase of digital change. Without effective execution, even the best strategies can fail to produce the desired results. Similarly, lessons learned from lean IT implementations underline the importance of a comprehensive change management approach that includes top management commitment, effective communication, training, employee engagement, continuous evaluation, a culture of innovation and sound project management. Finally, the adaptation of the Swiss cheese model highlights the importance of organisational learning and knowledge sharing. By learning from mistakes and sharing best practices, organisations can continuously improve and reduce the likelihood of failure in future projects.

In summary, in relation to the five aspects identified for this literature review, the following can be said:

• Intangible assets are essential for the success and competitiveness of modern companies. Current literature offers various methodologies for their identification, prioritisation and management, adapted to different industries and business contexts. The integration of these assets through information systems can further enhance their value and effectiveness.
• Both Kotter’s model and Lewin’s model are valuable tools for change management, each with its own strengths and areas of application. The choice of the appropriate model depends on the specific context and needs of the organisation.
• Integrating change management with knowledge management offers numerous benefits, such as reducing cynicism and improving readiness for change, but also faces significant challenges, such as cultural barriers and resistance to change. The literature suggests that a balanced approach combining personalisation and codification strategies can be particularly effective.
• Digital transformation and the transition to Industry 5.0 are redefining the management of intangible assets and organisational knowledge. These changes bring with them new demands and opportunities, from the need for more flexible organisational designs to the creation of digital knowledge-driven innovation projects. Companies that can adapt to these changes will be better positioned to take advantage of emerging opportunities in the digital environment.
• The case studies demonstrate that the successful implementation of digital technologies in Industry 5.0 requires not only a clear vision and strategy but also meticulous attention to the implementation and consolidation of change, a holistic approach to change management and a commitment to continuous organisational learning.

As can be seen, the articles reviewed also emphasise the role of leadership, communication and change readiness in driving organisational innovation and transformation. Along the literature review, the components of intangible asset management that have been found important for industries in Industry 5.0, including change management methodologies, have been extensively analysed. Through the analysis of the identification, prioritization, and management of intangible assets as well as defining the main features, benefits, and applicability of the change management models, including Kotter, Lewin, and ADKAR, the subject material has been described in detail, outlining how it all links together. This focus is important when one considers that while, on the one hand, the analytical question of how engineering organisations can become digitally mature is raised, on the other hand, the remaining topics are all about the ‘people’ needed to solve this problem. The gap that is observed and that this study aims to fill is the lack of a methodological framework that effectively combines change management with intangible asset and knowledge management, specifically in the context of Industry 5.0. Although separate change management models and methodologies for intangible asset management exist, the literature lacks an integrated approach that addresses both aspects holistically. This study proposes the use of the ADKAR model to facilitate the adoption of digital technologies, ensuring that technological changes are internalised and used effectively by the workforce, which is crucial for the sustainability of knowledge in organisations.

3. Methodological Analysis

Based on the research conducted with respect to the conception and determination of a reference framework for the management of intangible assets and knowledge developed by Gonzalez-Prida et al. [2], which are complemented with methods to assess the criticality and prioritize the required knowledge [21], the line of research is derived to complement this framework with change management methodologies that allow not only to identify, categorize and prioritize knowledge, but also to establish a way to capture, internalize and transfer the necessary knowledge identified.

By consulting these publications, the reader will have access to an extensive review of the literature on the topics covered, describing the limitations, hypotheses considered and, in short, the technical basis that supports the reference framework and makes it possible to establish rules for making management decisions with respect to intangible assets in a technical manner. Figure 1 shows the phases of the reference framework or model proposed in the aforementioned publications. Therefore, in this section, the literature review focuses on references to different change management methodologies that are currently widely recognized and referenced.

According to Rittenhouse [22] “Change management is a comprehensive, cyclical and structured approach to achieve the transition of individuals, groups and organizations from a current state to a future state with expected business benefits”; to achieve the stated objectives, change management uses different methodologies among which stand out Kurt Lewin’s model, the Kübler-Ross model (or change curve), John Kotter’s eight-step model and the ADKAR model, which was the methodology used for practical application in a food production company.

Kurt Lewin’s model is among the first published methodologies and consists of a simple structure for managing change in any organisation through three stages: unfreezing, changing and refreezing the environment and the knowledge necessary to carry out the change effectively and permanently. The Kübler-Ross model or change curve model is structured around a change curve with four stages that are focused on the individual change of those involved in the change process; these stages are denial, resistance, exploration and acceptance. The fundamental aspect of this methodology focuses on identifying which stage each person involved is in and assigning resources and advice so that the acceptance stage is reached in the shortest possible time. Kotter’s eight-step model establishes a route of different stages that cannot be omitted to achieve success in change, and together with the ADKAR model, it is one of the most widely used by organisations. Figure 2 describes the structure of this model:

The ADKAR model is a five-stage model structured around individual measurement to manage change. It is a methodology widely used in numerous industries and types of organisations that was developed by engineer Jeff Hiatt starting in 2000, after studying the change patterns of more than 700 organisations. The focus of this methodology is on achieving results from managing personal transitions in change contexts. ADKAR is an acronym that represents five stages that lead to concrete results that the people involved must achieve for a change to achieve its purpose and be sustainable over time. Figure 3 describes these five stages and critical activities to be developed to achieve the expected chronological progress.

The following is a global, simplified, step-by-step methodology based on the ADKAR model and implemented in the framework for intangible asset and knowledge management:

Step 1: Definition of Competencies and Knowledge Areas

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Objective: Identify key competencies and knowledge areas according to the business strategy.

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Action: Conduct a strategic analysis to determine the critical competencies necessary for the growth and sustainability of the business.

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Reference: Phase one of the knowledge management framework.

Step 2: Prioritization of Competencies and Knowledge Areas

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Objective: Establish priorities among the identified competencies and knowledge areas.

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Action: Use impact and urgency criteria to prioritize knowledge areas requiring immediate intervention.

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Reference: Phase two of the knowledge management framework.

Step 3: Awareness

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Objective: Create awareness of the need for change in the organisation.

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Action: Communicate the importance of managing intangible assets and knowledge, highlighting the benefits and impact on organisational efficiency.

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Reference: First stage of the ADKAR model.

Step 4: Desire

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Objective: To foster the desire to participate in and support change.

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Action: Engage key employees and opinion leaders to promote change, addressing any resistance and motivating participation.

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Reference: Second stage of the ADKAR model.

Step 5: Knowledge

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Objective: Provide the knowledge needed to implement the change.

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Action: Design and deliver training and development programs that cover priority knowledge and competencies.

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Reference: Third stage of the ADKAR model.

Step 6: Ability

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Objective: To develop the skills necessary to apply the knowledge acquired.

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Action: Facilitate practical opportunities and resources for employees to apply what they have learned in their day-to-day work.

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Reference: Fourth stage of the ADKAR model.

Step 7: Reinforcement

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Objective: To ensure that changes are sustained over the long term.

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Action: Implement follow-up and reinforcement mechanisms, such as periodic evaluations and reward systems.

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Reference: Fifth stage of the ADKAR model.

Step 8: Evaluation and Continuous Improvement

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Objective: Evaluate the effectiveness of the change and make continuous improvements.

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Action: Conduct gap analysis and evaluate the life cycle of competencies and resources, implementing improvements based on the results obtained.

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Reference: Phases seven and eight of the knowledge management framework.

This methodology combines the principles of the ADKAR model with a structured approach to intangible asset and knowledge management, ensuring effective and sustainable implementation of organisational change. Methodological analysis has been conducted to explain how the ADKAR model can be harmonized with intangible asset management to augment digital transformation readiness; therefore, as a foundation, the manuscript has provided a theoretical orientation that paves the way for a practical demonstration using a case study.

4. Case Study

Based on the theories and approaches discussed in the previous section of this paper, this section focuses on a case study of a food production firm to demonstrate the effectiveness of the ADKAR model in addressing the issues of technological change and improving efficiency processes. Particularly, the case study is based on the implementation of asset management software in a food production company. This change or technological improvement derives from the organisation’s need to improve the efficiency of its processes. To do this, it is necessary to create awareness that the change must be made in two ways: first in the processes associated with technological improvement, and then in the use of the tool itself. For this reason, it was decided to use the ADKAR methodology, since it is a widely used and proven methodology with a holistic approach.

Implementing the ADKAR methodology not only facilitates the adoption of new technologies, but also ensures that employees internalise and effectively use these tools. This is crucial to maximise the return on investment in technology and to ensure that the changes are sustainable in the long term. The ADKAR methodology enables a smoother and more effective transition, reducing resistance to change and improving the acceptance and use of new technologies.

In general terms, the considerations and elements that were contemplated in the implementation of the ADKAR methodology are detailed:

• Awareness: Ask why the change is being made and what are the objectives that the organisation intends to achieve, which include improving process efficiency, obtaining a better vision of the organisation in relation to the management of physical assets, streamlining critical data collection processes and making better use of the time of those involved, allowing them to focus their efforts on decision making. In this first stage, those involved had to understand the benefits that the change would produce in their work environment and in the organisation.
• Desire: Following the completion of awareness workshops, which helped the stakeholders understand the goals and advantages of the technological change, they were required to participate in the change process by offering suggestions for specific process improvements before the software was implemented, as well as by sharing their opinions about the limitations of the current context. Situations that needed to be fixed in asset and maintenance management support systems, like finance, procurement, and relationships with outside maintenance providers, were identified among these improvements.
• Knowledge: This stage is considered the stage of change itself, where people are already involved in the change project and initiate the modification of work processes. The situation described includes training in the new tool, new processes, changes in the way of working, etc. Minimum required performance standards and training topics were established to ascertain the required competence.
• Ability: At this stage, it is considered that the knowledge has already been internalized; however, fluency must be acquired in the execution of the activities so that the processes and people reach the required performance standards. Progress in the learning curve was monitored to determine the degree of achievement of the competencies with monthly and quarterly on-site tests.
• Reinforcement: This is the consolidation and adjustment stage to consolidate the change. It consists of monitoring that the change made is effective and is maintained over time. If not, gaps with the required performance standard should be identified and training or technology should be reinforced or adjusted.

The company achieved a significant improvement in the efficiency of its processes and increased employee acceptance of the new technology. The results indicate that the ADKAR methodology is effective in managing change in digital transformation contexts. During the implementation of this methodology with a holistic approach, elements to be considered in the life cycle of human resources related to knowledge management and change management were determined in this organisation. Among the main aspects, the following stand out:

• During the incorporation process: perform a general and specific induction in the job position, which must be structured by means of an adequate documentary support, which makes this process faster and more effective.
• At the moment of closing the learning curve (Knowledge): clearly establish the requirements to be evaluated in the transition from knowledge to ability (Ability).
• During the execution of critical activities: have documented and updated processes and procedures to ensure consistency and standardization in execution.
• Control and management of changes to a pre-existing process. Training processes were structured to guarantee the transfer of knowledge during any change in a process, and user acceptance tests were established to validate that the proposed changes make sense or consider the recommendations to adjust or improve the change.
• Avoid knowledge loss due to the employee’s withdrawal from the organisation, which must be a structured process that ensures the correct capture and classification of knowledge so that it can be reused and shared.

The results demonstrate that the ADKAR methodology can be a valuable tool for other organisations seeking to implement technological change. The structure of the model allows the individual needs of employees to be identified and addressed, facilitating the faster and more effective adoption of new technologies. This approach can be replicated across different industry sectors, providing a useful framework for change management.

Kotter’s eight-step model establishes a route of different stages that cannot be skipped to achieve success in change, and together with the ADKAR model is one of the most widely used by organisations. Figure 2 describes the structure of this model. Comparing the ADKAR methodology with other change management models, such as Kotter’s model, allows change managers to select the most appropriate approach for their specific needs. The flexibility and individual-centred approach of the ADKAR methodology make it particularly useful in contexts where resistance to change is high and rapid and effective adaptation is required.

The integration of the ADKAR methodology with the intangible asset management framework provides a holistic solution for change management in the era of Industry 5.0. This approach not only improves operational efficiency but also ensures the sustainability of organisational knowledge, which is essential for an organisation to remain competitive in a constantly evolving business environment.

5. Discussion

This research project, which is based on the implementation of the ADKAR model and intangible assets and knowledge, revealed that any organisation which is entering Industry 5.0 must have its own structured change processes to ensure a smoother transition and consequent development. In this regard, the data supports the extensive pending studies that the human factor is the critical element in such systems’ successful introduction. During the exploration of the ADKAR model with regard to the food production company, when we tried to adopt asset management software, we proved that the stages of Awareness, Desire, Knowledge, Ability and Reinforcement are the ones that the employees must be equipped to manage, which is key in ensuring that technical changes are going to be acquired and used.

The ADKAR model is a change management methodology that focuses on individual transition within an organisational change process. Developed by Jeff Hiatt in 2000, ADKAR is an acronym that represents five critical stages: Awareness, Desire, Knowledge, Ability and Reinforcement. These stages are designed to guide individuals through the change in a structured way, ensuring that each person involved achieves the results necessary for the change to be successful and sustainable over time. The ADKAR methodology has been widely used in various sectors and types of organisations because of its holistic approach and its ability to measure individual progress in the change process.

The framework’s efficiency in this context underpins the works carried out by other researchers [21], who focused on comprehensive approaches required for the management of intangible resources and knowledge within organisations. Through the investigation of the knowledge lifecycle from objectively identifying and sorting it out to determining the priorities of transmission to peers, the study monograph is focusing empowerment of knowledge sustainability within any organisation. This is most noticeable in a framework of Industry 5.0, where the creation of a labour force that is flexible, knowledgeable, and actively participating in reconfiguring the system becomes a necessity.

The findings of the above provided an outline that proves the effect of all these factors is far-reaching. Hence, any organisation from a sector can benefit from a structured change management methodology to steer through the complexities of the digital transformation. In addition to the technical part of such implementations, this approach also considers the human factors which are crucial for a successful technology applied program.

The case study focuses on the implementation of asset management software in a food production company. The need to improve process efficiency led the organisation to adopt this new technology. To ensure a successful transition, it was decided to use the ADKAR methodology, which allows for the management of both the changes in the processes associated with the technological improvement and the use of the new tool. The implementation of ADKAR resulted in a significant improvement in process efficiency, increased employee acceptance and use of the technology, and a noticeable reduction in resistance to change. These achievements validate the effectiveness of ADKAR as a comprehensive change management tool, facilitating not only the adoption of new technologies, but also the long-term sustainability of organisational knowledge.

The application of this method by researchers in other fields and cultures is a subject that needs further exploration. It ought to be shown how efficient and flexible it is and that it can be applied in other surroundings and industries. Moreover, longitudinal research provides an understanding of the long-term influence on sustainability of merging intangible asset and knowledge management strategy with a change management framework. It is also obvious that this strategy boosts organisational agility and innovation. The delve into specific challenges and opportunities of Industry 5.0 will be a spark for further refinement of the methods and matching of the needs of organisations and their people.

Overall, this study adds theoretical knowledge and evidence to the area of change management and the intangible asset management as the model practically describes the whole process in an organisation. Digital transformation deems the human aspect critical in its process. It suggests valuable lessons for both practitioners and scholars looking forward to an answer regarding the future of work and organisational development.

6. Conclusions

In this document it has been proposed to complement the framework of action of intangible assets and knowledge with a recognized change management methodology. This line of action assumes that once the knowledge required by any organisation to achieve its objectives has been identified, categorized and prioritized, a structured process must be implemented to manage the changes required to enable the capture, use, transmission and permanence of knowledge over time. The evolution towards the postulates of Industry 5.0 requires that organisations incorporate methodologies for change management that allow them to achieve their objectives, contemplating the human dimension and its active participation in these processes.

In other words, this paper is intended to complement the intangible assets and knowledge action framework with a recognised change management methodology. To sum up, this work investigates the problem of intangible assets and knowledge management in business, with special emphasis on the context of the Fourth Industrial Revolution. The research paper points out the growing threat present and demands for ways to avoid the loss of knowledge as well as for the processes that can organise the transmission of knowledge. Moreover, it needs to be made sure that the knowledge is applied to the development of the organisation. For the achievement of this, the research puts forward an original method which integrates the ADKAR model with the existing method of managing intangible assets and knowledge.

Section 4 explores a case study of an asset management software in a food production firm where practice and validation of the ADKAR model are conducted. As it can be concluded from the case study, the organisation was able to address the need to increase the efficiency of its processes by implementing new technologies as well as dealing with the change that occurred as a result of this. Applying the ADKAR model, the company was able to address the technological and human issues of the change successfully, and by achieving improvements in the processes, enhancement in acceptance by the employees and the overall reduction in their resistance. This real-world example verifies the methodological analysis by proving that carrying out digital transformation with the help of change management methods that require following a strict plan, like ADKAR, will allow for the sustainable development of organisational knowledge. In other words, the deployment of the ADKAR model in the food processing industry to install a computer-based asset management system is a good example of how this methodology can be implemented. The study points out that the Awareness and Desire stages, the Knowledge and Ability stages, and the Reinforcement stage may differ according to formal structural change processes, enabling sustainability of knowledge in the organisations. The findings reveal how thought-out human resource life cycle actions of knowledge and change management are efficient and can even provide grounds for change and information conservation.

The implementation of the ADKAR methodology in the food production company has proven to be highly effective. Achievements include a significant improvement in process efficiency, increased employee acceptance and use of new technology, and a noticeable reduction in resistance to change. These results validate the effectiveness of ADKAR as a change management tool that not only facilitates the adoption of new technologies, but also ensures the long-term sustainability of organisational knowledge. This approach can be replicated in different industrial sectors, providing a useful framework for change management.

This research also adds to the body of knowledge on change management and intangible asset management, which is becoming more realistic by offering an integrated theory that incorporates the human-centric methods with technological progress. The results indicate that this convergence is imperative for people to be comfortable with the challenging necessities of Industry 5.0 that will benefit professionals and scholars.

In future, the situation needs to be studied to determine the benefit of this technique in other areas of life and cultures as well to find out how universal it is and whether it can be adjusted according to situation. Another issue, therefore, is that longitudinal experiments should clarify the long-term effects of such an integrated effort on organisational vulnerability and capacity for innovation as well. Building on the basis set, this study expands the studies into other interlinked fields related to change management, intangible asset management, and the changes required by Industry 5.0. Consequently, more knowledge is generated and sustained in the field.