Managing Knowledge in Organizations

This book explores organizational knowledge and how it can be pragmatically exploited within many of today's socio-technical-economic contexts. It provides both conceptual and empirical findings across different organizational contexts, addressing areas which have either been under-developed, such as power in relationship to knowledge, or require further examination, such as the role a more holistic, action-oriented view can contribute towards identifying and retaining expert knowledge within an organization, especially within digital environments. Further, it looks at how different perceptions, mental models, beliefs, and emotions (or lack of), as well as differing actions and behaviors, affect our abilities to detect hidden risks. This book will guide researchers in rendering the relationship between the managing of knowledge and the presence of risk more visible.

Presents the conceptual and theoretical foundations of managing knowledge Illustrates the practical implications through specific organizational examples or case studies Addresses contemporary issues intersecting the digital workplace, such as AI, robots, and IT

Autorentext

W. David Holford is Professor of Management at the University of Quebec at Montreal, Canada. His field of interest focuses on organizational sense-making, knowledge theory and the assessment of hidden risk within organizational workgroups. His recent studies have focused on the identification and retention of expert tacit knowledge within knowledge intensive firms.

Inhalt

1. The Ambiguous Knowledge of Mètis: Enter the Street-Smart Expert.- 2. From Ancient Greece to the Digital Workplace: A Story of Mètis' Usurpation.- 3. The Dilemma of Developing and Maintaining High Level Expertise.- 4. IT's Impressive, but Sometimes Misleading Track Record.- 5. Power and Its Enactment: A Traditional View and Its Consequences.- 6. Knowledge, Power and Hidden Risk.- 7. Knowledge and Power across the Material-Discursive Practice of Agential Realism.- 8. The Working Group as Expert.- 9. Enhancing Group Expertise and Performance across Technology.- 10. The Integral Role of Conversation in Business Architectures.<p