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Managing Knowledge in Organizations

A Critical Pragmatic Perspective

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  • © 2020

Overview

Authors:
  1. W. David Holford

    1. University of Quebec at Montreal, Montreal, Canada

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  • 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

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Table of contents (10 chapters)

  1. Front Matter

    Pages i-xii
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  2. The Ambiguous Knowledge of Mètis: Enter the Street-Smart Expert

    • W. David Holford
    Pages 1-18

  3. From Ancient Greece to the Digital Workplace: A Story of Mètis’ Usurpation

    • W. David Holford
    Pages 19-34

  4. The Dilemma of Developing and Maintaining High-Level Expertise

    • W. David Holford
    Pages 35-55

  5. IT’s Impressive, but Sometimes Misleading Track Record

    • W. David Holford
    Pages 57-79

  6. Power and Its Enactment: A Traditional View and Its Consequences

    • W. David Holford
    Pages 81-91

  7. Knowledge, Power, and Hidden Risk

    • W. David Holford
    Pages 93-107

  8. Knowledge and Power Across the Material-Discursive Practice of Agential Realism

    • W. David Holford
    Pages 109-131

  9. The Working Group as Expert

    • W. David Holford
    Pages 133-147

  10. Enhancing Group Expertise and Performance Across Technology

    • W. David Holford
    Pages 149-163

  11. The Integral Role of Conversation in Business Architectures

    • W. David Holford
    Pages 165-176

  12. Back Matter

    Pages 177-182
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Keywords

About this book

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.

Authors and Affiliations

  • University of Quebec at Montreal, Montreal, Canada

    W. David Holford

About the author

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.

Bibliographic Information

  • Book Title: Managing Knowledge in Organizations

  • Book Subtitle: A Critical Pragmatic Perspective

  • Authors: W. David Holford

  • DOI: https://doi.org/10.1007/978-3-030-41156-5

  • Publisher: Palgrave Macmillan Cham

  • eBook Packages: Business and Management, Business and Management (R0)

  • Copyright Information: The Editor(s) (if applicable) and The Author(s), under exclusive licence to Springer Nature Switzerland AG 2020

  • Hardcover ISBN: 978-3-030-41155-8Published: 29 April 2020

  • Softcover ISBN: 978-3-030-41158-9Published: 29 April 2021

  • eBook ISBN: 978-3-030-41156-5Published: 28 April 2020

  • Edition Number: 1

  • Number of Pages: XII, 182

  • Number of Illustrations: 1 b/w illustrations

  • Topics: Management, Human Resource Management

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