Chapter 8 Appreciative Sharing of Knowledge
DOI: 10.23912/9781911635444-4900 | ISBN: 9781911635444 |
Published: March 2021 | Component type: chapter |
Published in: Knowledge Management in Event Organisations | Parent DOI: 10.23912/9781911635444-4545 |
Abstract
The previous chapters in this book have so far mainly focused on problem-solving approaches to knowledge management within event organisations. It has been argued that there are a lot of knowledge management challenges in event organisations, which need to be overcome in order for the organisation to be successful in the long run. This chapter presents an entirely different approach to knowledge management: it introduces Appreciative Inquiry as an approach to management based on an organisation’s strengths with regards to knowledge management, such as, for example, knowledge creation and knowledge sharing practices that are already working well. Applying the principles of Appreciative Inquiry and Appreciative Sharing of Knowledge, as defined by Cooperrider and Srivastva (1987), Cooperrider and Whitney (1999) and Thatchenkery and Chowdhry (2007), the aim is to utilise the strengths within the organisation, and learn from and further build on these strengths, in order to enhance the organisation’s knowledge management practices and ultimately its success overall. The first two sections of this chapter introduce Appreciative Inquiry and Appreciative Sharing of Knowledge as alternative approaches to knowledge management. They highlight key principles of these and provide examples as to how they can be applied to event organisations. The final section of the chapter more specifically discusses (positive) stories and storytelling within the Appreciative Sharing of Knowledge approach and focuses on how stories of success, achievement, and positive memories can be a useful tool within event organisations to create a shared understanding and knowledge of what the event is about, what it aims to achieve, and how to work together effectively and efficiently. It will be reemphasised that these tacit knowledge practices are invaluable within any organisation, and can provide a competitive advantage in the long term.
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Contributors
- Raphaela Stadler, University of Hertfordshire (Author) https://orcid.org/0000-0002-3517-8138
For the source title:
- Raphaela Stadler, University of Hertfordshire (Author) https://orcid.org/0000-0002-3517-8138
Cite as
Stadler, 2021
Stadler, R. (2021) "Chapter 8 Appreciative Sharing of Knowledge" In: Stadler, R. (ed) . Oxford: Goodfellow Publishers http://dx.doi.org/10.23912/9781911635444-4900
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