Skip to main content

Knowledge and Knowledge Management

  • Chapter
  • First Online:
Knowledge Production in Organizations
  • 1002 Accesses

Abstract

It was the 1980s when knowledge was supplanting physical assets as the dominant basis of capital value and that started the current interest in knowledge and possibility of creating more and using it better. Knowledge management emerged as a new branch of management theory, starting with the evidently knowledge-lead industries, progressive companies were quick to take up the idea. Their experience fed back into research, and understanding of the processes by which knowledge is acquired, shared and used, and how they can be improved, grew rapidly.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

eBook
USD 16.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 109.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 109.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  • Ahmed, K. P., Lim, K. K., & Loh, Y. W. (2002). Learning through knowledge management. Oxford: Butterworth-Heinemann.

    Google Scholar 

  • Alvesson, M., & Kärreman, D. (2001). Odd couple: Making sense of the curious concept of knowledge management. Journal of Management Studies, 38(7), 995–1018.

    Article  Google Scholar 

  • Ancori, B., Bureth, A., & Cohendet, P. (2000). The economics of knowledge: The debate about codification and tacit knowledge. Industrial and Corporate Change, 9(2), 255–287.

    Article  Google Scholar 

  • Baecker, D. (1999). Organisation als system. Frankfurt am Main: Suhrkamp.

    Google Scholar 

  • Baumard, P. (2001). Tacit knowledge in organizations. London: Sage.

    Google Scholar 

  • Bell, D. (1999). The axial age of technology foreword: 1999. In D. Bell (Ed.), The coming of the post-industrial society pp. ix–lxxxv). New York: Basic.

    Google Scholar 

  • Benson, S., & Standing, C. (2001). Effective knowledge management: Knowledge, thinking and the personal-corporate knowledge nexus problem. Information Systems Frontiers, 3(2), 227–238.

    Article  Google Scholar 

  • Blackler, F. (1995). Knowledge, knowledge work and organisations: An overview and interpretation. Organisation Studies, 16(6), 16–36.

    Article  Google Scholar 

  • Blaschke, S. (2008). Structures and dynamics of autopoietic organizations: Theory and simulation. Frankfurt am Main: Gabler Edition Wissenschaft.

    Google Scholar 

  • Boisot, M. H. (1995). Information space: A framework for learning in organisations. London: Routledge.

    Google Scholar 

  • Bower, J. B., & Gilbert, C. G. (2005). A revised model of the resource allocation process. In J. B. Bower & C. G. Gilbert (Eds.), From resource allocation to strategy pp. 439–456). Oxford: Oxford University Press.

    Google Scholar 

  • 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.

    Article  Google Scholar 

  • Brown, J. S., & Gray, E. S. (1995). The people are the company. Fast Company, 1(1), 78–82.

    Google Scholar 

  • Burgelman, R. A. (2002). Strategy as vector and the inertia of coevolutionary lock-in. Administrative Science Quarterly, 47(2), 325–357.

    Article  Google Scholar 

  • Burton, R., & Obel, B. (1995). Design models for hierarchical organizations: Information and decentralization. Boston: Kluwer Academic Publishers.

    Book  Google Scholar 

  • Choo, C. W. (1998). The knowing organization: How organizations use information to construct meaning, create knowledge, and make decisions. New York: Oxford University Press.

    Google Scholar 

  • Cohen, W., & Levinthal, D. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35, 128–152.

    Article  Google Scholar 

  • Collins, H. (1993). The structure of knowledge. Social Research, 60, 95–116.

    Google Scholar 

  • Cook, S., & Brown, J. (1999). Bridging epistemologies: The generative dance between organizational knowledge and organizational knowing. Organization Science, 10(4), 381–400.

    Article  Google Scholar 

  • Cowan, R., David, P. A., & Foray, D. (2000). The explicit economics of knowledge codification and tacitness. Industrial and Corporate Change, 9(2), 211–253.

    Article  Google Scholar 

  • Cyert, R. M., & March, J. G. (1963). A behavioural theory of the firm. London: Blackwell.

    Google Scholar 

  • Daft, R. L., & Weick, K. E. (1984). Toward a model of organizations as interpretation systems. Academy of Management Review, 9(2), 284–295.

    Google Scholar 

  • Davenport, T., & Prusak, L. (1998). Working knowledge. Cambridge: Harvard University Press.

    Google Scholar 

  • Day, J., & Wendler, B. (1998). The power of knowledge. McKinsey Quarterly, 3, 22–28.

    Google Scholar 

  • Deal, T., & Kennedy, A. (1982). Corporate cultures: The rites and rituals of corporate life. Reading: Addison-Wesly.

    Google Scholar 

  • Deleuze, G. (1994). Difference and repetition. London: Athlone Press.

    Google Scholar 

  • Dewey, J. (1934). Art as experience. New York: Perigee.

    Google Scholar 

  • DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48, 147–160.

    Article  Google Scholar 

  • Feldman, M. S., & Pentland, B. B. T. (2003). Reconceptualizing organizational routines as a source of flexibility and change. Administrative Science Quarterly, 48(1), 94–118.

    Article  Google Scholar 

  • Fleck, J. (1997). Contingent knowledge and technology development. Technology Analysis and Strategic Management, 9(4), 383–397.

    Article  Google Scholar 

  • Freeman, L. (2001). Information systems knowledge: Foundations, definitions and applications. Information Systems Frontiers, 3(2), 249–266.

    Article  Google Scholar 

  • Frost, P., Moore, L. F., Louis, M. R., Lundberg, C. C., & Martin, J. (1990). Refraiming organizational culture. Newbury Park: Sage.

    Google Scholar 

  • Gadamer, H.-G. (1980). Practical philosophy as a model of the human sciences. Research in Phenomenology, 9, 74–85.

    Article  Google Scholar 

  • Ginsberg, A. (1990). Connecting diversification to performance: A socio-cognitive approach. Academy of Management Review, 15, 514–535.

    Google Scholar 

  • Gomez, P.-Y., & Jones, B. C. (2000). Conventions: An interpretation of deep structure in organizations. Organization Science, 11(6), 696–708.

    Article  Google Scholar 

  • Gopalakrishnan, S., & Bierly, P. (1997). Organizational innovation and strategic choice: A knowledge-based view. Academy of Management Proceedings, 422–426.

    Google Scholar 

  • Grand, S., & Ackeret, A. (2012). Managing knowledge: A process view. In M. Schultz, S. Maguire, A. Langley, & H. Tsoukas (Eds.), Constructing identity in and around organizations pp. 261–305). Oxford: Oxford University Press.

    Chapter  Google Scholar 

  • Grant, R. M. (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal, 17, 109–122.

    Article  Google Scholar 

  • Hamel, G., & Prahalad, C. K. (1989). Strategic intent. Harvard Business Review, 67(3), 63–76.

    Google Scholar 

  • Hatchuel, A., & Weil, B. (1995). Experts in organizations: A knowledge-based perspective on organizational change. Berlin-New York: Walter de Gruyter.

    Book  Google Scholar 

  • Hayles, N. (1992). The materiality of informatics. Configurations, 1, 147–170.

    Article  Google Scholar 

  • Hernes, T. (2008). Understanding organization as process: Theory for a Tangled World. London: Routledge.

    Google Scholar 

  • Kalling, T., & Styhre, A. (2003). Knowledge sharing in organizations. Copenhagen: Liber, Abstrakt, Copenhagen Business School Press.

    Google Scholar 

  • Knorr Cetina, K. (2001). Objectual practice. In T. Schatzki, K. Knorr Cetina, & E. von Savigny (Eds.), The practice turn in contemporary theory pp. 184–197). London: Routledge.

    Google Scholar 

  • Kogut, B., & Zander, U. (1992). Knowledge of the firm, combinative capabilities, and the replication of technology. Organization Science, 3(3), 383–397.

    Article  Google Scholar 

  • Kogut, B., & Zander, U. (1996). What firms do? Coordination, identity, and learning. Organization Science, 7(5), 502–518.

    Article  Google Scholar 

  • Koskinen, K. U., & Pihlanto, P. (2008). Knowledge management in project-based companies: An organic perspective. Basingstoke: Palgrave Macmillan.

    Book  Google Scholar 

  • Koskinen, K. U., Pihlanto, P., & Vanharanta, H. (2003). Tacit knowledge acquisition and sharing in a project work context. International Journal of Project Management, 21(4), 281–290.

    Article  Google Scholar 

  • Lam, A. (2000). Tacit knowledge, organizational learning and social institutions: An integrated framework. Organization Studies, 21(3), 487–513.

    Article  Google Scholar 

  • Lant, T. K., & Mezias, S. J. (1990). Managing discontinuous change: A simulation study of organizational learning and entrepreneurship. Strategic Management Journal, 11, 147–179.

    Google Scholar 

  • Leonard-Barton, D., & Sensiper, S. (1998). The role of tacit knowledge in group innovation. California Management Review, 40(3), 112–132.

    Article  Google Scholar 

  • Lyles, M. A., & Schwenk, C. R. (1992). Top management, strategy and organizational knowledge structures. Journal of Management Studies, 29, 155–174.

    Article  Google Scholar 

  • MacIntyre, A. (1981). After virtue. London: Duckworth.

    Google Scholar 

  • Marshall, N., Sapsed, J. (2000). The limits of disembodied knowledge: Challenges of inter-project learning in the production of complex products and systems. In Knowledge management: Concepts and controversies. University of Warwick.

    Google Scholar 

  • Maturana, H., & Varela, F. J. (1988). The tree of knowledge. Boston: New Science.

    Google Scholar 

  • Merleay-Ponty, M. (1963). The structure of behaviour. Boston: Beacon Press.

    Google Scholar 

  • Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83(2), 340–363.

    Article  Google Scholar 

  • Miller, J., Dermaid, A., & Quintas, P. (1997). Trans-organisational innovation: A framework for research. Technology Analysis and Strategic Management, 9(4), 399–418.

    Article  Google Scholar 

  • Mingers, J. (2010). Realising systems thinking: Knowledge and action in management science. New York: Springer.

    Google Scholar 

  • Mintzberg, H. (1971). Managerial work: Analysis from observation. Management Science, 18(1), B97–B110.

    Article  Google Scholar 

  • Mintzberg, H. (2009). Managing. San Francisco: Berret-Koehler.

    Google Scholar 

  • Mooradian, N. (2005). Tacit knowledge: Philosophic roots and role in KM. Journal of Knowledge Management, 9(6), 104–113.

    Article  Google Scholar 

  • Morgan, G. (1996). Images of organization (2nd ed.). Thousand Oaks: Sage.

    Google Scholar 

  • Myers, C., & Davids, K. (1992). Knowing and doing: Tacit skill at work. Personnel Management, 45–47.

    Google Scholar 

  • Nass, C. (1994). Knowledge or skills: Which do administrators learn from experience? Organization Science, 5(1), 38–50.

    Article  Google Scholar 

  • Nelson, R. R., & Winter, S. G. (1982). An evolutionary theory of economic change. Cambridge: The Belknap Press of Harvard University Press.

    Google Scholar 

  • Newell, S., Robertson, M., Scarbrough, H., & Swan, J. (2002). Managing knowledge work. Basingstoke: Palgrave Macmillan.

    Google Scholar 

  • Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(1), 14–37.

    Article  Google Scholar 

  • Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. New York: Oxford University Press.

    Google Scholar 

  • Nonaka, I., Toyama, R., & Hirata, T. (2008). Managing flow: A process Teory of the knowledge-based firm. Basingstoke: Palgrave Macmillan.

    Google Scholar 

  • Orlikowski, W. (2002). Knowing in practice: Enacting a collective capability in distributed organizing. Organization Science, 13(3), 249–273.

    Article  Google Scholar 

  • Orr, J. E. (1990). Sharing knowledge, celebrating identity: Community memory in a service culture. In D. Middleton & D. Edwards (Eds.), Collective remembering pp. 169–189). London: Sage.

    Google Scholar 

  • Orr, J. E. (1996). Talking about machines. Ithaca: ILR/Cornell University Press.

    Google Scholar 

  • Østerberg, T. (1988). Metasociology. Oslo: Norwegian University Press.

    Google Scholar 

  • Penrose, E. (1959). The theory of the growth of the firm. New York: Wiley.

    Google Scholar 

  • Peters, T. J., & Waterman, R. H., Jr. (1982). In search of excellence. New York: Harper & Row.

    Google Scholar 

  • Pfeffer, J. (1976). Beyond management and the worker: The institutional function of management. Academy of Management Review, 1(2), 36–46.

    Google Scholar 

  • Pfeffer, J. (1994). Managing with power: Politics and influence in organizations. Boston: Harvard Business School Press.

    Google Scholar 

  • Polanyi, M. (1958). Personal knowledge: Towards a post-critical philosophy. London: Routledge.

    Google Scholar 

  • Polanyi, M. (1966). The Tacit dimension. London: Routledge & Kegan Paul.

    Google Scholar 

  • Postrel, S. (1999). Islands of shared knowledge: Specialization and mutual understanding in problem-solving teams. Organization Science, 13(3), 303–320.

    Article  Google Scholar 

  • Reyes, A., & Zarama, R. (1998). The process of embodying distinction – A reconstruction of the process of learning. Cybernetics and Human Knowing, 5, 19–33.

    Google Scholar 

  • Rorty, R. (1979). Philosophy and the mirror of nature. Princeton: Princeton University Press.

    Google Scholar 

  • Rosenberg, N. (1982). Inside the black box: Technology and economics. Cambridge: Cambridge University Press.

    Google Scholar 

  • Ryle, G. (1963). The concept of mind. London: Peregrine Books.

    Google Scholar 

  • Salancik, G. R., & Pfeffer, J. (1977). Who gets power – And how they hold on to it: A strategic contingency model of power. Organizational Dynamics, 5(3), 3–21.

    Article  Google Scholar 

  • Schein, E. H. (1984). Coming to a new awareness of organizational culture. Sloan Management Review, 25, 3–16.

    Google Scholar 

  • Schein, E. H. (1985). Organizational culture and leadership: A dynamic view. San Francisco: Jossey-Bass.

    Google Scholar 

  • Schön, D. A. (1983). The reflective practitioner: How professionals think in action. New York: Basic Books.

    Google Scholar 

  • Schutz, A. (1970). On phenomenology and social relations. Chicago: University of Chicago Press.

    Google Scholar 

  • Smircich, L. (1983). Concepts of culture and organizational analysis. Administrative Science Quarterly, 28(3), 339–358.

    Article  Google Scholar 

  • Smith, M. J. (1984). Contingency rules theory, context, and compliance behaviors. Human Communication Research, 10, 489–512.

    Article  Google Scholar 

  • Spender, J.-C. (1989). The industry recipes: The nature and sources of managerial judgment. Oxford: Blackwell.

    Google Scholar 

  • Spender, J.-C. (1996b). Organisational knowledge, learning and memory: Three concepts in search of a theory. Journal of Organisational Change and Management, 9(1), 63–78.

    Article  Google Scholar 

  • Spender, J.-C. (1998). Pluralist epistemology and the knowledge-based theory of the firm. Organization, 5(2), 233–256.

    Article  Google Scholar 

  • Starbuck, W. H. (1992). Learning by knowledge-intensive firms. Journal of Management Studies, 29, 713–740.

    Article  Google Scholar 

  • Styhre, A. (2003). Understanding knowledge management: Critical and postmodern perspectives. Copenhagen: Liber, Abstrakt, Copenhagen Business School Press.

    Google Scholar 

  • Swan, J., & Scarbrough, H. (2001). Knowledge management: Concepts and controversies. Journal of Management Studies, 38(7), 913–921.

    Article  Google Scholar 

  • Teece, D. J., Picano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533.

    Article  Google Scholar 

  • Tsoukas, H. (1991). The missing link: A transformational view of metaphors in organizational science. Academy of Management Review, 16(3), 566–585.

    Google Scholar 

  • Tsoukas, H. (1996). The firm as a distributed knowledge system: A constructionist approach. Strategic Management Journal, 17(special issue), 11–25.

    Google Scholar 

  • Tsoukas, H. (2005). Complex knowledge: Studies in organizational epistemology. New York: Oxford University Press.

    Google Scholar 

  • Tsoukas, H., & Vladimirou, E. (2005). What is organizational knowledge? In H. Tsoukas (Ed.), Complex knowledge: Studies in organizational epistemology pp. 117–140). Oxford: Oxford University Press.

    Google Scholar 

  • Tuomi, I. (1999). Data is more than knowledge: Implications of the reversed knowledge hierarchy for knowledge management and knowledge memory. Journal of Management Information Systems, 16(3), 103–117.

    Google Scholar 

  • Varela, F. J., Thompson, E., & Rosch, E. (1991). Embodied mind: Cognitive science and human experience. Cambridge: MIT Press.

    Google Scholar 

  • Vickers, G. (1983). The art of judgement. London: Harper & Row.

    Google Scholar 

  • von Foerster, H. (1984). On constructing a reality. In P. Watzlawick (Ed.), The invented reality pp. 41–61). New York: Norton.

    Google Scholar 

  • von Krogh, G., & Roos, J. (1995a). Organizational epistemology. New York: St Marin’s Press.

    Google Scholar 

  • von Krogh, G., Roos, J., & Slocum, K. (1996a). An essay on corporate epistemology. In G. von Krogh & J. Roos (Eds.), Managing knowledge: Perspectives on cooperation and competition pp. 157–183). London: Sage.

    Google Scholar 

  • Watson, T. J. (1986). Management, organisation, and employment strategy. London: Routledge.

    Google Scholar 

  • Watson, T. J. (1994). In search of management: Culture, chaos and control in managerial work. London: Routledge.

    Google Scholar 

  • Watson, T. J. (2001). Beyond managism: Negotiated narratives and critical management education in practice. British Journal of Management, 12(4), 385–396.

    Article  Google Scholar 

  • Wenger, E. (1991). Communities of practice: Where learning happens. Benchmark, 82–84.

    Google Scholar 

  • Wenger, E. (1998). Communities of practice. Cambridge: Cambridge University Pres.

    Google Scholar 

  • Whitehead, A. N. (1978). Process and reality. New York: Free Press.

    Google Scholar 

  • Wiig, K. M. (1997). Integrating intellectual capital and knowledge management. Long Range Planning, 30(3), 399–405.

    Article  Google Scholar 

  • Winter, S. (1987). Knowledge and competence as strategic assets. In D. Teece (Ed.), The competitive challenge pp. 159–184). Cambridge: Ballinger.

    Google Scholar 

  • Wittgenstein, L. (1958). Philosophical investigations. Oxford: Blackwell.

    Google Scholar 

  • Zander, U., & Kogut, B. (1995). Knowledge and the speed of the transfer and imitation of organizational capabilities: An empirical test. Organization Science, 6(1), 76–92.

    Article  Google Scholar 

  • Tsoukas, H., & Vladimirou, E. (2001). What is organizational knowledge? Journal of Management Studies, 38(7), 973–993.

    Article  Google Scholar 

  • Argyris, C., & Schön, D. A. (1978). Organizational learning: A theory of action perspective. Reading: Addison-Wesley.

    Google Scholar 

  • Latour, B. (1999). Pandora’s hope: Essays on the reality of science studies. Cambridge: Harvard University Press.

    Google Scholar 

  • Sveiby, K. E. (1997). The new organizational wealth: Managing and measuring knowledge based assets. San Francisco: Berret Koehler.

    Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Rights and permissions

Reprints and permissions

Copyright information

© 2013 Springer International Publishing Switzerland

About this chapter

Cite this chapter

Koskinen, K.U. (2013). Knowledge and Knowledge Management. In: Knowledge Production in Organizations. Springer, Heidelberg. https://doi.org/10.1007/978-3-319-00104-3_8

Download citation

Publish with us

Policies and ethics