Chapter 4 Relational and Practice Based Knowledge Management
DOI: 10.23912/9781911635444-4908 | ISBN: 9781911635444 |
Published: March 2021 | Component type: chapter |
Published in: Knowledge Management in Event Organisations | Parent DOI: 10.23912/9781911635444-4545 |
Abstract
As mentioned in Chapter 3, knowledge is by many seen as an entity or an object that can be possessed by people but can also exist completely independently of people. This objectivist perspective on knowledge, however, has over the years been critiqued a lot, and a different approach to knowledge management, or even a different understanding of knowledge itself has emerged: knowledge, or as some prefer to say – ‘knowing’ or ‘know-how’, is now regarded as a practice and it is therefore inseparable from human beings (Gherardi, 2000; Orlikowski, 2002; Hislop et al., 2018). Hislop et al. (2018) refer to this as the practice-based perspective on knowledge, whereby engaging in practices means that people do not just engage in cognitive processes, but in more holistic processes involving the whole body. It is based on the assumption that knowledge is not an object, but rather it is multi-faceted and complex, explicit and tacit at the same time, individual and distributed, situated and abstract, mental and physical, static and constantly developing and evolving (Blackler, 1995). Knowledge in itself therefore cannot be managed; rather, the management of knowledge can to some extent be supported and facilitated by collaboration and interpersonal communication.
Sample content
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 4 Relational and Practice Based Knowledge Management" In: Stadler, R. (ed) . Oxford: Goodfellow Publishers http://dx.doi.org/10.23912/9781911635444-4908
Save, bookmark or recommend
 Save on Mendeley |  Share on Twitter |  Share on LinkedIn |  Share on Facebook |
References
Abfalter, D., Stadler, R., & Mueller, J. (2012). The organization of knowledge sharing at the Colorado Music Festival. International Journal of Arts Management, 14(3), 4-15.
Argote, L., & Ingram, P. (2000). Knowledge transfer: a basis for competitive advantage in firms. Organizational Behavior and Human Decision Processes, 82(1), 150-169.
https://doi.org/10.1006/obhd.2000.2893
Armistead, C., & Meakins, M. (2002). A Framework for practising knowledge management. Long Range Planning, 35(1), 49-71.
https://doi.org/10.1016/S0024-6301(02)00017-1
Blackler, F. (1995). Knowledge, knowledge work and organizations: an overview and interpretation. Organization Studies, 16(6), 1021-1046.
https://doi.org/10.1177/017084069501600605
Boone, M. E. (2001). Managing Interactively - Executing Business Strategy, Improving Communication, and Creating a Knowledge-Sharing Culture. MacGraw Hill.
Brown, J. S., & Duguid, P. (1991). Organizational learning and communities-of-practice: toward a unified view of working, learning, and innovation. Organization Science, 2(1), 40-57.
https://doi.org/10.1287/orsc.2.1.40
Brown, J. S., & Duguid, P. (1998). Organizing knowledge. California Management Review, 40(3), 90-111.
https://doi.org/10.2307/41165945
Burr, V. (2003). Social Constructionism (2nd ed.). London and New York: Routledge.
https://doi.org/10.4324/9780203694992
Cabrera, E. F., & Cabrera, A. (2005). Fostering knowledge sharing through people management practices. International Journal of Human Resource Management, 16(5), 720-735.
https://doi.org/10.1080/09585190500083020
Choo, C. W. (2006). The Knowing Organization - How Organizations Use Information to Construct Meaning, Create Knowledge, and Make Decisions (2nd ed.). Oxford: Oxford University Press.
Clegg, S., & Ray, T. (2003). Power, rules of the game and the limits to knowledge management: Lessons from Japan and Anglo-Saxon alarms. Prometheus, 21(1), 23-40.
https://doi.org/10.1080/0810902032000050992
Corradi, G., Gherardi, S., & Verzelloni, L. (2010). Through the practice lens: where is the bandwagon of practice-based studies heading? Management Learning, 41(3), 265-283.
https://doi.org/10.1177/1350507609356938
Dixon, N. M. (1999). The Organizational Learning Cycle - How We Can Learn Collectively (2nd ed.). Hampshire: Gower.
Domagalski, T. A. (1999). Emotion in organizations: Main currents. Human Relations, 52(6), 833-852.
https://doi.org/10.1177/001872679905200607
Eisenberg, E. M., Goodall Jr., H. L., & Trethewey, A. (2010). Organizational Communication - Balancing Creativity and Constraint (6th ed.). Boston: Bedford/St. Martin's.
Feldman, M. S., & Orlikowski, W. (2011). Theorizing practice and practicing theory. Organization Science, 22(5), 1240-1253.
https://doi.org/10.1287/orsc.1100.0612
Gergen, K. J. (1999). Affect and organization in postmodern society. In S. Srivastva & D. L. Cooperrider (Eds.), Appreciative Management and Leadership - The Power of Positive Thought and Action in Organization (Revised) (pp. 153-174). Euclid, Ohio: Williams Custom Publishing.
Gherardi, S. (2000). Practice-based theorizing on learning and knowing in organizations. Organization, 7(2), 211-223.
https://doi.org/10.1177/135050840072001
Handley, K., Sturdy, A., Fincham, R., & Clark, T. (2006). Within and beyond communities of practice: Making sense of learning through participation, identity and practice. Journal of Management Studies, 43(3), 641-653.
https://doi.org/10.1111/j.1467-6486.2006.00605.x
Hislop, D., Bosua, R., & Helms, R. (2018). Knowledge Management in Organizations - A Critical Introduction (4th ed.). Oxford: Oxford University Press.
Islam, G., & Zyphur, M. J. (2009). Rituals in organizations: a review and expansion of current theory. Group & Organization Management, 34(1), 114-139.
https://doi.org/10.1177/1059601108329717
Kellogg, K. C., Orlikowski, W., & Yates, J. (2006). Life in the trading zone: Structuring coordination across boundaries in postbureaucratic organizations. Organization Science, 17(1), 22-44.
https://doi.org/10.1287/orsc.1050.0157
Lave, J., & Wenger, E. (1991). Situated Learning - Legitimate Peripheral Participation. Cambridge: Cambridge University Press.
https://doi.org/10.1017/CBO9780511815355
Lesser, E. L., & Storck, J. (2001). Communities of practice and organizational performance. IBM Systems Journal, 40(4), 831-841.
https://doi.org/10.1147/sj.404.0831
Orlikowski, W. J. (2002). Knowing in practice: Enacting a collective capability in distributed organizing. Organization Science, 13(3), 249-273.
https://doi.org/10.1287/orsc.13.3.249.2776
Roberts, J. (2006). Limits to communities of practice. Journal of Management Studies, 43(3), 623-639.
https://doi.org/10.1111/j.1467-6486.2006.00618.x
Rowlinson, M., Booth, C., Clark, P., Delahaye, A., & Procter, S. (2010). Social remembering and organizational memory. Organization Studies, 31(1), 69-87.
https://doi.org/10.1177/0170840609347056
Samier, E. (1997). Administrative ritual and ceremony: Social aesthetics, myth and language use in the rituals of everyday organizational life. Educational Management Administration & Leadership, 25(4), 417-436.
https://doi.org/10.1177/0263211X97254006
Schein, E. H. (2004). Organizational Culture and Leadership (3rd ed.): Jossey-Bass.
Smith, A. C. T., & Stewart, B. (2011). Organizational rituals: Features, functions and mechanisms. International Journal of Management Reviews, 13(2), 113-133.
https://doi.org/10.1111/j.1468-2370.2010.00288.x
Stadler, R. (2019). Knowledge management in event and festival organisations: Challenges and Future Directions. In E. Lundberg, J. Armbrecht, & T. Andersson (Eds.), A Research Agenda for Event Management (pp. 154-169). Cheltenham: Edward Elgar.
https://doi.org/10.4337/9781788114363.00020
Stadler, R., & Fullagar, S. (2016). Appreciating formal and informal knowledge transfer practices within creative festival organizations. Journal of Knowledge Management, 20(1), 146-161.
https://doi.org/10.1108/JKM-11-2014-0484
Trice, H. M., & Beyer, J. M. (1984). Studying organizational cultures through rites and ceremonials. Academy of Management Review, 9(4), 653-669.
https://doi.org/10.5465/amr.1984.4277391
Vince, R., & Gabriel, Y. (2011). Organizations, learning, and emotion. In M. Easterby-Smith & M. A. Lyles (Eds.), Handbook of Organizational Learning and Knowledge Management (2nd ed., pp. 331-348). John Wiley & Sons.
https://doi.org/10.1002/9781119207245.ch15
Visser, M. (1991). The Rituals of Dinner - The Origins, Evolution, Eccentricities, and Meaning of Table Manners. New York: Grove Weidenfeld.
Wenger, E. (1998). Communities of Practice - Learning, Meaning, and Identity. Cambridge: Cambridge University Press.
https://doi.org/10.1017/CBO9780511803932
Wenger, E., McDermott, R., & Snyder, W. M. (2002). Cultivating Communities of Practice. Boston: Harvard Business School Press.
Yahya, S., & Goh, W.-K. (2002). Managing human resources toward achieving knowledge management. Journal of Knowledge Management, 6(5), 457-468.
https://doi.org/10.1108/13673270210450414