Knowledge management in organizations: a critical introduction
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Oxford [u.a.]
Oxford Univ. Press
2009
|
| Edition: | 2. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XXI, 310 S. graph. Darst. |
| ISBN: | 9780199534975 |
Staff View
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Record in the Search Index
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| adam_text | Titel: Knowledge management in organizations
Autor: Hislop, Donald
Jahr: 2009
BRIEF CONTENTS
1 The Contemporary Importance of Knowledge and Knowledge
Management
PART 1 Epistemologies of Knowledge in the Knowledge
Management Literature
2 The Objectivist Perspective on Knowledge
3 The Practice-Based Perspective on Knowledge
18
33
PART 2 An Introduction to Key Concepts
4 What is Knowledge Management?
5 Knowledge Intensive Firms and Knowledge Workers
6 Learning and Knowledge Management
52
71
90
PART 3 Knowledge Creation and Loss
7 Innovation Dynamics and Knowledge Processes
8 Forgetting and Unlearning Knowledge
113
130
PART 4 Socio-Cultural Issues Related to Managing
and Sharing Knowledge
9 The Influence of Socio-Cultural Factors in Motivating Workers
to Participate in Knowledge Management Initiatives 147
10 Communities of Practice 165
11 Cross Community, Boundary Spanning Knowledge Processes 183
12 Power, Politics, Conflict and Knowledge Processes 201
13 Information Communication Technologies and
Knowledge Management 220
BRIEF CONTENTS
14 Facilitating Knowledge Management via Culture
Management and HRM Practices 239
15 Leadership and Knowledge Management 258
16 Reflections on the Topic of Knowledge Management 271
References 287
Index 304
CONTENTS
List of figures
List of tables
XIX
xx
1 The Contemporary Importance of Knowledge
and Knowledge Management
Introduction
Key assumptions in the knowledge management literature
The knowledge society concept and its links to Bell s post-industrial
society concept
A critical evaluation of the knowledge society concept
Aims, philosophy and structure
REVIEW AND DISCUSSION QUESTIONS
SUGGESTIONS FOR FURTHER READING
1
1
3
3
6
9
13
14
PART 1 Epistemologies of Knowledge in the
Knowledge Management Literature
2 The Objectivist Perspective on Knowledge 18
Introduction 18
Objectivist perspectives on knowledge 18
The knowledge-based theory of the firm 21
Typologies of knowledge 22
Tacit and explicit knowledge 23
Individual-group knowledge 24
An objectivist perspective on the sharing and management of knowledge 26
Conduit model of knowledge sharing 26
Knowledge management processes 27
Conclusion 30
CASE STUDY: THE ROLE PLAYED BY THE ACQUISITION OF TACIT AND EXPLICIT
KNOWLEDGE IN IMPROVING TASK PRODUCTIVITY 30
REVIEW AND DISCUSSION QUESTIONS 31
SUGGESTIONS FOR FURTHER READING 32
CONTENTS
3 The Practice-Based Perspective on Knowledge
Introduction
Features of a practice-based perspective on knowledge
The embeddedness of knowledge in practice
Tacit and explicit knowledge are inseparable
Knowledge is embodied
The socially constructed and culturally embedded nature of knowledge
The contestable nature of knowledge
Implications for the nature of the organizational knowledge base
A practice-based perspective on the management and sharing of knowledge 44
Conclusion 46
33
33
34
34
36
37
38
41
43
CASE STUDY-. A PRACTICE-BASED PERSPECTIVE ON WORK ACTIVITIES IN
A GLOBAL SOFTWARE DEVELOPMENT COMPANY
REVIEW AND DISCUSSION QUESTIONS
SUGGESTIONS FOR FURTHER READING
47
48
49
PART 2 An Introduction to Key Concepts
4 What is Knowledge Management?
Introduction
To what extent can knowledge be managed?
What is management?
Knowledge management and business strategy
Conceptualizing the diversity of knowledge management strategies
Hansen et al. s (1999) codification versus personalization framework
Earl s (2001) seven schools of knowledge management
Alvesson Karreman s (2001) four knowledge management approaches
Conclusion
CASE STUDY: SIEMENS SHARENET INITIATIVE
REVIEW AND DISCUSSION QUESTIONS
SUGGESTIONS FOR FURTHER READING
5 Knowledge Intensive Firms and Knowledge Workers
Introduction
The rise of the knowledge worker
Defining knowledge workers and knowledge intensive firms:
the professional knowledge work perspective
Defining knowledge workers: the all work is knowledge work perspective
52
52
53
55
56
59
60
62
66
68
69
69
70
71
71
72
73
76
CONTENTS
Knowledge work and ambiguity
Knowledge and knowledge processes in knowledge intensive firms
Types of knowledge
Knowledge processes
The willingness of knowledge workers to participate in knowledge
processes: contrasting perspectives
Knowledge workers: the ideal employee?
Factors inhibiting knowledge workers work efforts and knowledge
management activities
Conclusion
CASE STUDY: SOCIAL CAPITAL AND THE ACQUISITION AND EXPLOITATION OF
KNOWLEDGE IN HIGH TECHNOLOGY ORGANIZATIONS
REVIEW AND DISCUSSION QUESTIONS
SUGGESTIONS FOR FURTHER READING
6 Learning and Knowledge Management
Introduction
The heterogeneity of learning
Characterizing learning types
Learning mechanisms and processes
The dynamics of organizational learning
The learning organization: emancipation or exploitation?
The learning organization: the advocates vision
The learning organization: the sceptics perspective
Conclusion
CASE STUDY: THE DIFFICULTIES AND DYNAMICS OF PRO|ECT-BASED LEARNING
REVIEW AND DISCUSSION QUESTIONS
SUGGESTIONS FOR FURTHER READING
79
81
81
82
84
85
85
87
87
89
89
90
90
91
91
91
93
97
97
101
106
107
108
108
PART 3 Knowledge Creation and Loss
7 Innovation Dynamics and Knowledge Processes
Introduction
Characterizing innovation processes
Innovation as an interactive process
Knowledge creation and Nonaka
The limitations of Nonaka s knowledge creation theory
The social dynamics of innovation networking processes
Tacit knowledge and the social dynamics of innovation processes
113
113
114
116
118
120
123
124
CONTENTS
The complexity of innovation related knowledge
The inter-relatedness of knowledge
Conclusion
CASE STUDY: APPLYING NONAKA S SECI FRAMEWORK TO VEHICLE BUILDING
REVIEW AND DISCUSSION QUESTIONS
SUGGESTIONS FOR FURTHER READING
8 Forgetting and Unlearning Knowledge
Introduction
Conceptualizing organizational forgetting
Typology of forgetting
Barriers to unlearning
Individual level barriers to unlearning
Organizational level barriers to unlearning
Crisis as a barrier or stimulus to unlearning?
The facilitation of unlearning
Introducing new external ideas into an organization
Retraining staff
Changing organizational processes
Conclusion
CASE STUDY: THE INABILITY TO LEARN FROM FAILURE
REVIEW AND DISCUSSION QUESTIONS
SUGGESTIONS FOR FURTHER READING
125
126
126
127
128
128
130
130
131
132
136
136
139
140
141
141
141
142
142
143
144
144
PART 4 Socio-Cultural Issues Related to Managing and
Sharing Knowledge
9 The Influence of Socio-Cultural Factors in Motivating
Workers to Participate in Knowledge Management
Initiatives 147
Introduction 147
The share/hoard dilemma 148
The context of the employment relationship: employer-employee
relations in business organizations 151
The ubiquity of conflict in business organizations and its impact
on knowledge processes 154
Inter-personal trust 156
Croup identity 160
Personality 161
CONTENTS
Conclusion 162
CASE STUDY: KNOWLEDGE HOARDING WITHIN FUNCTIONAL SILOS 1 62
REVIEW AND DISCUSSION QUESTIONS 163
SUGGESTIONS FOR FURTHER READING 164
10 Communities of Practice 165
Introduction 165
Communities of practice: basic characteristics 166
Communities of practice: origins, features and dynamics 168
Communities of practice and the organizational knowledge base 170
Communities of practice and intra-community knowledge processes 172
Managing communities of practice 174
Critical perspectives on communities of practice 176
Power, conflict and the internal dynamics of communities 1 76
The heterogeneity of communities of practice 1 77
The misuse of the community of practice concept 1 78
Blinkered and inward looking communities 1 79
Conclusion 180
CASE STUDY: THE EMERGENCE AND DISINTEGRATION OF A COMMUNITY
OF PRACTICE IN A WEB DESIGN COMPANY 1 80
REVIEW AND DISCUSSION QUESTIONS 1 82
SUGGESTIONS FOR FURTHER READING 182
11 Cross Community, Boundary Spanning
Knowledge Processes 183
Introduction 183
The significance of cross community knowledge processes 185
Characterizing cross community knowledge processes 186
Identity 187
Knowledge 189
Identity, knowledge, trust and social relations 191
A classification of boundary types 193
Facilitating/managing knowledge between communities 194
Relationship management 195
Boundary objects 195
Conclusion 198
CASE STUDY: CROSS COMMUNITY COLLABORATION IN THE NEGOTIATION OF SAFETY
ON AN ITALIAN BUILDING SITE 1 99
REVIEW AND DISCUSSION QUESTIONS 200
SUGGESTIONS FOR FURTHER READING 200
CONTENTS
12 Power, Politics, Conflict and Knowledge Processes 201
Introduction 201
Two perspectives on power and the power/knowledge relationship 202
Power as a resource and the critical discourse on knowledge management 204
Theorizing power and power/knowledge relations 204
Linking power and knowledge to conflict and politics 206
Responses to power and the legitimacy of knowledge 208
The critical discourse on knowledge management and the inevitability
of power and conflict in business organizatons 210
Power/knowledge and the dialogical discourse on knowledge management 212
Conceptualizing power/knowledge 213
Discourse, power/knowledge and the legitimation of truth claims 214
Disciplinary power and the panopticon 215
Conclusion 216
CASE STUDY: THE NEGOTIATION OF MEANING IN A PROBLEM SOLVING CONTEXT 21 7
REVIEW AND DISCUSSION QUESTIONS 21 8
SUGGESTIONS FOR FURTHER READING 218
13 Information Communication Technologies and
Knowledge Management 220
Introduction 220
Linking knowledge management and ICTs 221
Objectivist perspectives on ICT-enabled knowledge management 223
Epistomological assumptions and ICTs 223
Objectivist perspectives on knowledge and the two roles for ICTs in
knowledge management 224
Practice-based perspectives on ICT-enabled knowledge management 225
Epistemological assumptions and ICTs 225
Practice-based perspectives on knowledge and the two roles for ICTs in
knowledge management 225
The importance of accounting for socio-cultural factors in ICT-enabled
knowledge management 226
Debates regarding the role of ICTs in knowledge management processes 228
ICTs and perspective making/taking 229
ICTs and media richness 230
ICTs and developing/sustaining trust 231
Conclusion 235
CASE STUDY: HOW WORK PRACTICES SHAPE THE RELEVANCE AND USE OF ICT-ENABLED
KNOWLEDGE MANAGEMENT 236
REVIEW AND DISCUSSION QUESTIONS 237
SUGGESTIONS FOR FURTHER READING 238
CONTENTS
14 Facilitating Knowledge Management via Culture
Management and HRM Practices 239
Introduction 239
Why culture management and HRM practices are important
to knowledge management 240
The strategic role of the HRM function 243
Organizational culture and knowledge management 244
HRM practices and knowledge management 247
Recruitment and selection 248
Job design 248
Training 249
Coaching and mentoring 249
Reward and performance appraisal 250
HRM, staff retention and knowledge management 252
Conclusion 254
CASE STUDY: THE IMPACT OF SUB-CULTURES ON ORGANIZATIONAL KNOWLEDGE
MANAGEMENT ACTIVITIES 255
REVIEW AND DISCUSSION QUESTIONS 256
SUGGESTIONS FOR FURTHER READING 257
15 Leadership and Knowledge Management 258
Introduction 258
The conceptualization of leadership in the academic business
and management literature 259
Knowledge management and leadership 262
Knowledge management and leadership: limitations of existing
perspectives 265
Conclusion 267
CASE STUDY: THE RELATIONSHIP BETWEEN EMPOWERING LEADERSHIP, KNOWLEDGE
SHARING AND THE PERFORMANCE OF MANAGEMENT TEAMS 268
REVIEW AND DISCUSSION QUESTIONS 269
SUGGESTIONS FOR FURTHER READING 269
16 Reflections on the Topic of Knowledge Management 271
Introduction 271
Reflections on the knowledge management literature 271
Knowledge management as a fashion? 273
Understanding the processes and agents in the diffusion and
consumption of knowledge on knowledge management 276
CONTENTS
Gurus and the process of legitimation 278
Consultants and the commodification of management knowledge 279
The colonizing practices of large professional service firms 282
Business schools: due diligence, innovation and education 282
Conclusion 284
END OF BOOK ACTIVITY: NAME THE PLAYERS IN THE KNOWLEDGE
MANAGEMENT PRODUCTION/CONSUMPTION CYCLE 284
SUGGESTIONS FOR FURTHER READING 285
References 287
Index 304
LIST OF FIGURES
1.1 Characteristics of post-industrial society 4
1.2 The changing character of the economy of the USA in the twentieth century 6
1.3 Schultze Stabell s (2004) four discourses on knowledge management 10
2.1 The conduit model of knowledge sharing 26
4.1 Alvesson Karreman s four knowledge management approaches 67
6.1 The modified Crossanrtu/. (1999) model 94
6.2 Linking power and politics to learning 103
7.1 Typical components in stage model of innovation 115
7.2 Key characteristics in contemporary conceptualization of
innovation processes 116
7.3 SEC! model of knowledge creation 119
8.1 Typology of organizational forgetting 133
10.1 How communities of practice underpin knowledge processes 173
11.1 Easterby-Smith etal. s (2008) model of factors shaping inter-organizational
knowledge transfer 184
12.1 Linking power, politics and conflict 206
12.2 The structure of capitalist employment relations 211
14.1 Linking the psychological contract, organizational commitment
and organizational behaviours 242
16.1 Suddaby Greenwood s (2001) cycle of knowledge production
and consumption 277
LIST OF TABLES
1.1 Number of articles on Proquest examining the topic of knowledge
management 2
2 Competing epistemologies 17
2.1 The objectivist character of knowledge 19
2.2 The characteristics of tacit and explicit knowledge 23
2.3 Generic knowledge types 24
2.4 An objectivist perspective on knowledge management 27
2.5 Priorities of ongoing knowledge management projects 28
3.1 Theoretical perspectives related to the practice-based perspective 34
3.2 Practice-based characteristics of knowledge 34
3.3 Challenging dichotomies 37
3.4 Management problems caused by dispersed knowledge 44
3.5 A practice-based perspective on knowledge management 45
3.6 Orlikowski s (2002) Boundary spanning practices 48
4.1 Outcomes and objectives of organizational knowledge management processes 54
4.2 Massingham s (2004) model of knowledge-based strategy making processes 57
4.3 Codification and personalization knowledge strategies 60
4.4 Earl s seven schools of knowledge management 63
5.1 Distinguishing features of a knowledge intensive firm 74
5.2 Frenkel etal. s three dimensional conceptualization of work 75
5.3 The knowledge, skills and creativity involved in office equipment service
engineering 78
5.4 The ambiguities inherent to knowledge work 79
5.5 Types of knowledge used by knowledge workers 81
5.6 The three dimensions of social capital $4
6.1 Typologies of learning 92
6.2 Characteristics of learning process in Crossan/Zietsma model 95
6.3 The learning company framework of Pedler et al. (1997) 98
6.4 Factors affecting learning in organizations 106
7.1 Nonaka s four modes of knowledge conversion 120
7.2 Forms of collaboration 124
9 Obstacles to the success of knowledge management initiatives 146
9.1 The potential advantages and disadvantages to workers
of sharing their knowledge 149
9.2 Newell and Swan s three types of trust 158
9.3 Characteristics of the traits in the five factor personality model 161
10.1 Difference between a community of practice and formal work groups 166
10.2 Generic characteristics of communities of practice 168
LIST OF TABLES
11.1 Factors making cross community knowledge processes difficult 186
11.2 Carlile s (2002, 2004) boundary types and their characteristics 194
11.3 Carlile s boundary object types 196
11.4 Carlile s boundary types and appropriate boundary objects 197
12.1 Mapping of two perspectives on power onto critical and dialogic
perspectives on knowledge management research 203
12.2 Properties of knowledge that can make it a power resource 204
12.3 Power resources and modes of influence 205
12.4 The perceived legitimacy of, and response to, attempts to use different
power resources 209
13.1 Thematic focus of early knowledge management literature 221
13.2 Divergent approaches to ICT-enabled knowledge management 222
13.3 Characteristics of various communication mediums 230
13.4 Trust facilitating behaviours and actions 235
14.1 Attitudes and behaviours relevant to knowledge management initiatives 240
14.2 Linking knowledge management initiatives to organizational culture 247
14.3 Type of loyalty and strategies for developing them 254
15.1 Historical overview of diverse perspectives on leadership 260
15.2 Distinguishing leadership from (micro) management 261
16.1 Problems with conceptions of knowledge in the popular knowledge
management literature 272
16.2 Evidence on the extent to which the original gurus of knowledge
management have sustained an interest in the topic in the period
between 2001 and 2008 280
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| indexdate | 2024-07-09T21:40:40Z |
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| isbn | 9780199534975 |
| language | English |
| lccn | 2009019865 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-017625739 |
| oclc_num | 308217666 |
| open_access_boolean | |
| owner | DE-355 DE-BY-UBR DE-1102 DE-945 DE-703 DE-91 DE-BY-TUM DE-859 DE-188 DE-473 DE-BY-UBG |
| owner_facet | DE-355 DE-BY-UBR DE-1102 DE-945 DE-703 DE-91 DE-BY-TUM DE-859 DE-188 DE-473 DE-BY-UBG |
| physical | XXI, 310 S. graph. Darst. |
| publishDate | 2009 |
| publishDateSearch | 2009 |
| publishDateSort | 2009 |
| publisher | Oxford Univ. Press |
| record_format | marc |
| spelling | Hislop, Donald Verfasser aut Knowledge management in organizations a critical introduction Donald Hislop 2. ed. Oxford [u.a.] Oxford Univ. Press 2009 XXI, 310 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Knowledge management Kennismanagement gtt Wissensmanagement stw Unternehmen (DE-588)4061963-1 gnd rswk-swf Wissensmanagement (DE-588)4561842-2 gnd rswk-swf 1\p (DE-588)4123623-3 Lehrbuch gnd-content Wissensmanagement (DE-588)4561842-2 s DE-604 Unternehmen (DE-588)4061963-1 s DE-188 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017625739&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Hislop, Donald Knowledge management in organizations a critical introduction Knowledge management Kennismanagement gtt Wissensmanagement stw Unternehmen (DE-588)4061963-1 gnd Wissensmanagement (DE-588)4561842-2 gnd |
| subject_GND | (DE-588)4061963-1 (DE-588)4561842-2 (DE-588)4123623-3 |
| title | Knowledge management in organizations a critical introduction |
| title_auth | Knowledge management in organizations a critical introduction |
| title_exact_search | Knowledge management in organizations a critical introduction |
| title_full | Knowledge management in organizations a critical introduction Donald Hislop |
| title_fullStr | Knowledge management in organizations a critical introduction Donald Hislop |
| title_full_unstemmed | Knowledge management in organizations a critical introduction Donald Hislop |
| title_short | Knowledge management in organizations |
| title_sort | knowledge management in organizations a critical introduction |
| title_sub | a critical introduction |
| topic | Knowledge management Kennismanagement gtt Wissensmanagement stw Unternehmen (DE-588)4061963-1 gnd Wissensmanagement (DE-588)4561842-2 gnd |
| topic_facet | Knowledge management Kennismanagement Wissensmanagement Unternehmen Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017625739&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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