Table of Contents

Handbook of Research on Knowledge Management

Handbook of Research on Knowledge Management

Adaptation and Context

Research Handbooks in Business and Management series

Edited by Anders Örtenblad

This innovative Handbook aims to examine whether there is a need to adapt and widen our understanding of knowledge management. A common definition of knowledge management is taken as the starting point for discussions on its relevance in various contexts, such as Buddhist organizations, law firms, the army and indigenous organizations. Moreover, the universality of Ikujiro Nonaka’s ideas on knowledge management is explored, and some alternative definitions are suggested. This book will appeal to academics and students of business and management, business administration, sociology and organizational behavior. Practitioners, managers and business-owners will also find this an invaluable resource.

Chapter 21: Tensions and extensions in knowledge integration and disintegration : rethinking the man-agement of knowledge in organizations

Elena P. Antonacopoulou

Subjects: business and management, knowledge management, innovation and technology, knowledge management


The knowledge management (KM) debate has been populated by a rich tapestry of perspectives and has produced multiple interpretations and an in-depth understanding of the ambiguous concept of knowledge and the processes aiming at its development and economic appropriation within organizational contexts. Highlighting the fundamental distinction between strategies of codification and personalization (Hansen et al. 1999), organizational knowledge is perceived as either a ‘stock’ to be transferred through the use of advanced information and communications technologies (ICTs) or as a ‘flow’ to be harnessed in communities and networked forms of organizations (McKinlay 2004). ICTs are presented as the suitable mechanisms for the capture and transfer of knowledge (for example, Soete 2001), while personalization strategies propose the nurturing and facilitation of knowledge sharing in communities of practice (CoPs) through social interaction (for example, Wenger 2000; Brown and Duguid 2001) promoting a relational approach to the understanding of the phenomenon of knowledge (Swan and Scarbrough 2001). Empirical work indicates a dual emphasis and investment by organizations in both the development of ICT-based and community and project-based KM initiatives (for example, King 2002; Kellogg et al. 2006). For example, King’s (2002) research in the KM programme in the World Bank identified investment in 100 or more CoPs for the development of knowledge sharing processes and in ICTs aiming to alleviate temporal constraints traditionally obstructing the process of information transfer.

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