Advertisement

Discourse and Knowledge Matters: Can Knowledge Management Be Saved?

  • Lesley Crane
  • David Longbottom
  • Richard Self
Part of the Advances in Intelligent Systems and Computing book series (AISC, volume 172)

Abstract

The Knowledge Management (KM) literature is reviewed with a focus on theory, finding a core issue in the lack of a widely accepted and understood definition of knowledge. Theories are categorised on the bisecting continua of personal vs. organizational knowledge, and reified knowledge vs. knowledge as social action. It is argued that a fresh approach based on the Discourse Psychology framework, and its research tool of discourse analysis, would shed new light on the primary issues. Social interaction – and therefore, language – is considered by many KM theorists to be essential to knowledge sharing and creation, yet language has not been the locus of investigation. DP views language as the site of social action, and reality construction. Consequently, a study of talk in interaction is likely to reveal more about the nature of knowledge and in particular its psychological formulation, with implications for its management.

Keywords

Knowledge Management Discourse Psychology discourse analysis 

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Abell, J., Stokoe, E.: Broadcasting the royal role: constructing culturally situated identities in the Princess Diana Panorama interview. British Journal of Social Psychology 40, 417–435 (2001)CrossRefGoogle Scholar
  2. Ainsworth, S., Hardy, C.: Critical discourse analysis and identity: why bother? Critical Discourse Studies 1(2), 225–259 (2004)CrossRefGoogle Scholar
  3. Alvesson, M.: Gender relations and identity at work: a case of masculinitites and femininities in an advertising agency. Human Relations 51(8), 969 (1998)Google Scholar
  4. Antaki, C.: Simulation versus the thing itself: commentary on Markman and Tetlock. British Journal of Social Psychology 39, 327–331 (2000)CrossRefGoogle Scholar
  5. Billig, M.: Discursive, Rhetorical and Idealogical messages. In: Wetherell, M., Taylor, S., Yates, S. (eds.) Discourse Theory and Practice: a reader. Sage, London (2001)Google Scholar
  6. Blackler, F.: Knowledge and the Theory of Organizations: Organizations as activity systems and the reframing of management. Journal of Management Studies 30(6), 863–884 (1993)CrossRefGoogle Scholar
  7. Blackler, F.: Knowledge, knowledge work and organizations: an overview and interpretation. Organization Studies 16(6), 1021–1046 (1995)CrossRefGoogle Scholar
  8. Boisot, M.: The Creation and sharing of knowledge. In: Choo, C., And Bontis, N. (eds.) The Strategic Management of Intellectual Capital and Organizational Management. Oxford University Press, Oxford (2002)Google Scholar
  9. Bouthillier, F., Shearer, K.: Understanding knowledge management and information management: the need for an empirical perspective. Information Research 8(1) (2002)Google Scholar
  10. Brown, J., Duguid, P.: Organizing knowledge. Reflections 1(2), 28–44 (1999)CrossRefGoogle Scholar
  11. Burford, S., Kennedy, M., Ferguson, S., Blackman, D.: Discordant theories of strategic management and emergent practice in knowledge-intensive organizations. Journal of Knowledge Management Practice 12(3) (2011)Google Scholar
  12. Crane, L.: What Do Knowledge Managers Manage? Practitioners’ discourse in an online forum compared and contrasted with the literature. Journal of Knowledge Management Practice 12(4) (2011)Google Scholar
  13. Crane, L.: Trust me, I’m an expert: identity construction and knowledge sharing. Journal of Knowledge Management (forthcoming)Google Scholar
  14. Despres, C., Chauvel, D.: Knowledge, Context, and the Management of Variation. In: Choo, C., Bontis, N. (eds.) The Strategic Management of Intellectual Capital and Organizational Knowledge. Oxford University Press, Oxford (2002)Google Scholar
  15. Grant, R.: The Knowledge-Based View of the Firm. In: Choo, C., Bontis, N. (eds.) The Strategic Management of Intellectual Capital and Organizational Knowledge. Oxford University Press, Oxford (2002)Google Scholar
  16. Guba, E., Lincoln, Y.: Paradigmatic controversies, contraditions, and emerging confluences. In: Denzin, N., Lincoln, Y. (eds.) The Sage Handbook of Qualitative Research, 3rd edn. Sage, London (2005)Google Scholar
  17. Hardy, C.: Researching organizational discourse. International Studies of Management and Organization 31(3), 25–47 (2001)Google Scholar
  18. Hobbs, P.: “Is that what we’re here about?”: a lawyer’s use of impression management in a closing argument at trial. Discourse & Society 14(3), 273–290 (2003)Google Scholar
  19. Leonard, D., Sensiper, S.: The role of tacit knowledge in group innovation. In: Choo, C., Bontis, N. (eds.) The Strategic Management of Intellectual Capital and Organizational Knowledge. Oxford University Press, Oxford (2002)Google Scholar
  20. Locke, A., Edwards, D.: Bill and Monica: Memory, emotion and normativity in Clinton’s Grand Jury Testimony. British Journal of Social Psychology 42, 239–256 (2003)CrossRefGoogle Scholar
  21. Marshall, H.: Discourse Analysis in an Occupational Context. In: Cassell, C., Symon, G. (eds.) Qualitative Methods in Organizational Research. Sage, London (1994)Google Scholar
  22. McFarlane, D.: Personal Knowledge Management (PKM): Are we really ready? Journal of Knowledge Management Practice 12(3) (September 2011)Google Scholar
  23. Nonaka, I.: A Dynamic Theory of Organizational Knowledge Creation. Organization Science 5(1), 14–37 (1994)CrossRefGoogle Scholar
  24. Nonaka, I., Toyama, R.: Why do firms differ: the theory of the knowledge-creating firm. In: Ichijo, K., Nonaka, I. (eds.) Knowledge Creation and Management: New Challenges for Managers. Oxford University Press, Oxford (2007)Google Scholar
  25. Phillips, N., Di Domenico, M.: Discourse Analysis in Organizational Research: Methods and Debates. In: Buchanan, D., Bryman, A. (eds.) The Sage Handbook of Organizational Research Methods. Sage, London (2009)Google Scholar
  26. Potter, J., Edwards, D.: Sociolinguistics, Cognitivism and Discursive Psychology. International Journal of English Studies 3(1), 93–109 (2003)Google Scholar
  27. Potter, J., Wetherall, M.: Discourse and Social Psychology: beyond attitudes and behaviour. Sage, London (1987)Google Scholar
  28. Quintane, E., Casselman, R., Reiche, S., Nylund, P.: Innovation as a knowledge based outcome. Journal of Knowledge Management 15(6), 928–947 (2011)CrossRefGoogle Scholar
  29. Slocum-Bradley, N.: Identity construction in Europe: a discursive approach. International Journal of Theory and Research 10(1), 50–68 (2010)CrossRefGoogle Scholar
  30. Thompson, M., Walsham, G.: Placing knowledge management in context. Journal of Management Studies 41(5), 725–747 (2004)CrossRefGoogle Scholar
  31. Virtanen, I.: Externalization of tacit knowledge implies a simplified theory of cognition. Journal of Knowledge Management Practice 12(3) (September 2011)Google Scholar
  32. Weber, R.: Addressing Failure Factors in Knowledge Management. The Electronic Journal of Knowledge Management 5(3), 333–346 (2007)Google Scholar
  33. Wetherell, M.: Themes in discourse research: the case of Diana. In: Wetherell, M., Taylor, S., Yates, S. (eds.) Discourse Theory and Practice: A Reader. Sage, London (2001)Google Scholar
  34. Wood, L., Kroger, R.: Doing Discourse Analysis: methods for studying action in talk and text. Sage, London (2000)Google Scholar
  35. Zajacova, A.: The background of discourse analysis: a new paradigm in Social Psychology. Journal of Social Distress and the Homeless 11(1), 25–40 (2002)CrossRefGoogle Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2013

Authors and Affiliations

  1. 1.Faculty of Business, Law and ComputingUniversity of DerbyDerbyUK

Personalised recommendations