Syed / Murray / Hislop The Palgrave Handbook of Knowledge Management

1. Auflage 2018
ISBN: 978-3-319-71434-9
Verlag: Springer Nature Switzerland
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 718 Seiten

Reihe: Progress in Mathematics

This international Handbook provides a comprehensive overview of key topics, debates and issues within the now well-established field of Knowledge Management (KM). With contributions from a range of highly-skilled authors, diverse and multi-disciplinary approaches towards KM are explored in this fantastic new reference work. Topics covered include performance, ethics, sustainability and cross-cultural management, making this an equally important read to academics and practitioners working in areas such as technology, education and engineering. By analysing how the field of KM has developed over the years, as well as presenting new methods to be implemented in the workplace, this Handbook outlines a research agenda for the future of organisational learning and innovation.

Jawad Syed is Dean and Professor of Organisational Behaviour at the Suleman Dawood School of Business, Lahore University of Management Sciences, Pakistan. His main research interests include international human resource management, organisational knowledge, diversity management, and business ethics.  Peter A. Murray is Professor of Management at the University of Southern Queensland in Toowoomba City, Queensland, Australia. He is Leader of High Performance Work Systems in the Australian Centre for Sustainable Business Development with interests in diversity management, organisational learning and the human capital stock. Donald Hislop is Professor in the Sociology of Contemporary Work at the School of Business and Economics, Loughborough University, UK. In relation to the topic of knowledge management, his interests are broadly focused on social-cultural issues, such as how they shape the character of knowledge processes and people's motivation to participate in them. His most recent project in this area was on the topic of unlearning (the process of abandoning and giving up knowledge) among managers within UK hospitals.   Yusra Mouzughi is Professor of Management and Interim Vice-Chancellor at the newly formed Muscat University in Oman.  Yusra has cross-disciplinary research interests spanning knowledge management, knowledge sharing and the sustainability agenda.

Autoren/Hrsg.

Syed, Jawad

Murray, Peter A.

Hislop, Donald

Mouzughi, Yusra

Inhaltsverzeichnis

1;Contents;5
2;Notes on Contributors;9
3;List of Figures;20
4;List of Tables;22
5;1: Introduction: Managing Knowledge in the Twenty-First Century;24
5.1;The Historical, Social and Economic Context;24
5.2;The Academic Domain of Knowledge Management;25
5.3;Aims and Objectives of the Handbook of Knowledge Management;27
5.4;Structure and Content of the Handbook of Knowledge Management;29
5.5;References;39
6;Part I: Conceptual and Theoretical Foundations of Knowledge Management;42
6.1;2: The Domains of Intellectual Capital: An Integrative Discourse Across Perspectives;43
6.1.1;Introduction;43
6.1.2;Conceptual Framework;47
6.1.3;Individual-Level Human Capital;47
6.1.4;Firm- or Unit-Level Resources and Organisational Capital;49
6.1.5;A Discourse Between Human Capital, Human Capital Resources and Dynamic Capability;55
6.1.6;Social Capital;58
6.1.7;A Discourse Between Social Capital and Dynamic Capabilities;62
6.1.8;Discussion and Conclusion;66
6.1.9;Bibliography;69
6.2;3: Critical Evaluation of Nonaka’s SECI Model;75
6.2.1;Introduction;75
6.2.2;Theoretical Development of the SECI Knowledge Creation Process;76
6.2.2.1;Tacit and Explicit Knowledge: The Foundation;76
6.2.2.2;SECI: The Process of Knowledge Creation Through Conversion;78
6.2.2.2.1;Socialisation;79
6.2.2.2.2;Externalisation;79
6.2.2.2.3;Combination;80
6.2.2.2.4;Internalisation;80
6.2.2.3;Organisational Knowledge Creation;82
6.2.2.3.1;Organisational Knowledge;82
6.2.2.3.2;Ba: The Shared Context of Knowledge Creation;83
6.2.2.3.3;Knowledge Assets: The Input and Output of Knowledge Creation;85
6.2.2.4;Extensions of the SECI Model;86
6.2.2.4.1;Organisational Culture;86
6.2.2.4.2;Knowledge Leadership;88
6.2.2.4.3;Organisational Learning;92
6.2.3;Organisational Application of the SECI Model at a German Airport;92
6.2.3.1;Contextual Background of the Airport Industry;92
6.2.3.2;Knowledge Vision and Objectives;94
6.2.3.3;Implementation of the SECI Model: Processes of Knowledge Conversion;95
6.2.3.4;Emphasising Ba for Organisational Implementation;97
6.2.3.5;General Impact of the Knowledge Creation Meetings;98
6.2.3.6;Results from Practice: Process Inventory;101
6.2.4;Critical Evaluation and Conclusion;102
6.2.5;References;104
6.3;4: Organisational Learning and Knowledge Management: A Prospective Analysis Based on the Levels of Consciousness;106
6.3.1;Introduction;106
6.3.2;Organizational Learning and Knowledge Management: Traditional Approaches;108
6.3.3;Organizational Learning and Knowledge Management: Towards the Last Stage;113
6.3.4;Conclusion;118
6.3.5;References;120
6.4;5: Knowledge Management and Unlearning/Forgetting;125
6.4.1;Introduction and Outline;125
6.4.2;Unlearning: The Background to a Concept;126
6.4.2.1;Defining Unlearning;127
6.4.2.2;Differentiating Unlearning;128
6.4.2.3;Models and Theories of Unlearning;129
6.4.3;Individual Knowledge, Learning and Unlearning;130
6.4.3.1;Individual Learning Theories and Unlearning;130
6.4.3.2;Psychological and Educational Perspectives on Unlearning;134
6.4.4;Organisational Knowledge, Learning and Unlearning;135
6.4.4.1;Organisational Unlearning;136
6.4.4.2;Organisational Memory and Unlearning;138
6.4.4.2.1;Explicit Organisational Knowledge and Unlearning;139
6.4.4.2.2;Tacit Organisational Knowledge and Unlearning;140
6.4.4.3;Key Individuals and Organisational Unlearning;141
6.4.5;Industries, Occupations and Unlearning;142
6.4.6;Implications for Practice;143
6.4.7;Conclusion;145
6.4.8;References;145
6.5;6: Knowledge Management and Organisational Culture;151
6.5.1;Knowledge Management Systems and Organisations;153
6.5.2;Organisational Culture;154
6.5.2.1;Organisational Culture and Knowledge-Sharing;155
6.5.2.2;Technology and Culture;156
6.5.3;Knowledge Management Systems and Performance Management;157
6.5.3.1;Workforce Intelligence;158
6.5.3.2;Observation, Targets and Deadlines;159
6.5.4;The Cultural Impact of a Knowledge Management System;160
6.5.4.1;Knowledge Management and the Enactment of Power;161
6.5.4.2;Knowledge Management Systems as Control;162
6.5.5;Knowledge Management and Organisational Culture: Some Final Thoughts;164
6.5.6;References;166
6.6;7: Knowledge Management from a Social Perspective: The Contribution of Practice-­Based Studies;170
6.6.1;Introduction;170
6.6.2;Communities of Practice and Knowledge Management: A Brief History of the Travel of Ideas;171
6.6.3;Sharing Knowledge Between Experts and Novices;176
6.6.4;Embedding Knowledge in Material Practices;179
6.6.5;Innovating Knowledge as an Ongoing Processes;183
6.6.6;Discussion;185
6.6.7;Conclusions;188
6.6.8;References;189
6.7;8: Knowledge Management, Power and Conflict;196
6.7.1;Introduction;196
6.7.2;Different Layers of Power in Knowledge Management;197
6.7.2.1;The Power of Resources;198
6.7.2.2;The Power of Processes;200
6.7.2.3;The Power of Meaning;202
6.7.2.4;The Power of the System;204
6.7.3;Empirical Illustration;206
6.7.3.1;A Resource-Based View;206
6.7.3.2;A Process-Based View;207
6.7.3.3;A Discursive View;208
6.7.3.4;A Systemic View;208
6.7.4;Conclusions and Implications;209
6.7.4.1;Synthesis;209
6.7.4.2;Implications for Research and Practice;210
6.7.5;References;213
6.8;9: Knowledge Measurement: From Intellectual Capital Valuation to Individual Knowledge Assessment;219
6.8.1;Introduction;219
6.8.2;Knowledge Measurement Models;220
6.8.2.1;The Financial Approach;220
6.8.2.1.1;Tobin’s Q;220
6.8.2.1.2;Economic Value Added (EVA);221
6.8.2.1.3;Human Resource Accounting (HRA);221
6.8.2.1.4;Value Creation Intellectual Coefficient (VAIC);221
6.8.2.2;The Scorecard Approach;222
6.8.2.2.1;Skandia Navigator;222
6.8.2.2.2;IC Index;223
6.8.2.2.3;Technology Broker (IC Audit);223
6.8.2.2.4;Intangible Asset Monitor (IAM);224
6.8.2.2.5;IC Rating;224
6.8.2.2.6;The Value Chain Scoreboard;224
6.8.2.2.7;Intellectual Capital Statements;225
6.8.2.2.8;Human Capital Hierarchy of Measures (HCHM);226
6.8.2.2.9;Human Capital Monitor (HCM);226
6.8.2.3;The Performance Approach;227
6.8.2.4;Knowledge Measures Classification;228
6.8.3;Individual Knowledge Assessment;229
6.8.3.1;Drivers for Individual Knowledge Assessment;230
6.8.3.2;Current Practices of Individual Assessment;231
6.8.4;Exploratory Study: Practitioners’ View on Individual Knowledge Indicators;232
6.8.4.1;Learning;233
6.8.4.2;Social Interactions;233
6.8.4.3;Capability;235
6.8.4.4;Procedure;235
6.8.5;Conclusion;236
6.8.6;Appendix;237
6.8.7;References;241
6.9;10: Knowledge Management and Communities of Practice: Supporting Successful Knowledge Transfer;245
6.9.1;Introduction;245
6.9.2;Why Knowledge Transfer Systems Matter;246
6.9.3;Communities of Practice, Knowledge Creation and Knowledge Transfer;246
6.9.4;Methodology;248
6.9.4.1;National Managers’ Community;249
6.9.5;Recognition of Value Adding;251
6.9.5.1;Value for Members;251
6.9.5.2;Value for the CPS;252
6.9.6;Role of the Network Support Personnel;253
6.9.7;Championing, Not Managing;255
6.9.8;Implications;256
6.9.8.1;Is the Community of Practice Adding Value for the CPS?;257
6.9.8.2;Community Development;257
6.9.8.3;Learning and Knowledge Creation and Transfer;258
6.9.8.4;Development and Support Mechanisms;258
6.9.9;Lessons Learnt;259
6.9.10;References;260
6.10;11: Internalised Values and Fairness Perception: Ethics in Knowledge Management;266
6.10.1;Introduction;266
6.10.2;The Source of Knowledge: The Individual Employee;267
6.10.3;Knowledge Is Power;268
6.10.4;Ethics and Knowledge;269
6.10.5;Internalised Values;270
6.10.6;Fairness Perception;272
6.10.7;Knowledge-Processing;273
6.10.8;Discussion;277
6.10.9;Implications;279
6.10.10;Future Research;281
6.10.11;Conclusion;282
6.10.12;References;282
6.11;12: Knowledge Assets: Identification and Integration;290
6.11.1;Defining ‘Capital’ as Value Creating;291
6.11.2;Human Capital and the Resource-Based View;295
6.11.3;Non-Profit Organisations;295
6.11.4;Identifying the Forms of Capital;297
6.11.5;Human Capital;298
6.11.6;Social Capital;302
6.11.7;Organisational Capital;306
6.11.8;Integrating Forms of Capital to Generate Value: Theory and Case;307
6.11.9;UNCDF: A Case of Knowledge Identification and Integration;308
6.11.10;Knowledge Integration at UNCDF;310
6.11.11;References;316
6.12;13: A Gender and Leadership Perspective on Knowledge-Sharing;321
6.12.1;Introduction;321
6.12.2;Concepts and Definitions;322
6.12.3;Characteristics of Knowledge Sharing;323
6.12.4;Knowledge Sharing: The Leadership Perspective;323
6.12.5;Knowledge Sharing: Gender Stereotypes;326
6.12.6;Gender Differences and Knowledge Sharing;327
6.12.7;Women Knowledge Leaders;328
6.12.8;Organisational Culture;330
6.12.9;Discussion;331
6.12.10;Recommendations;332
6.12.11;Conclusion;333
6.12.12;References;334
7;Part II: Knowledge Management and Boundary Spanning;337
7.1;14: A Conceptual Perspective on Knowledge Management and Boundary Spanning: Knowledge, Boundaries and Commons;338
7.1.1;How Should the Question of Boundaries Be Analysed in the Field of Knowledge Management?;339
7.1.1.1;A Conceptual Journey;339
7.1.1.1.1;Knowing/Knowledge;339
7.1.1.1.2;The Challenges of Transfers;341
7.1.1.1.3;Transfer Difficulties;342
7.1.1.1.4;Redefining the Terms of Transfer;343
7.1.1.2;A Structural Misunderstanding;344
7.1.1.2.1;The Separation Boundary;344
7.1.1.2.2;The Elaborated Boundary;346
7.1.2;Two Boundary Traditions in the Analysis of Commercial Organisations;347
7.1.2.1;Boundaries as Separation and Methodological Individualism;348
7.1.2.1.1;Boundary Practices;348
7.1.2.1.2;Limits of Individualism;349
7.1.2.2;The Elaborated Boundary;351
7.1.2.2.1;Mechanisms, Learning and Continuity;351
7.1.2.2.2;The Work of Creating the Boundary: What Is a Mechanism?;353
7.1.3;Boundaries of Information and Knowledge-Sharing;354
7.1.3.1;The Boundaries of a Wiki;355
7.1.3.2;Separations that Develop Boundaries;356
7.1.4;Conclusion;358
7.1.5;References;359
7.2;15: Organising Innovative Knowledge Transfer through Corporate Board Interlocks;363
7.2.1;Introduction;363
7.2.2;Theoretical Framework;365
7.2.2.1;Knowledge Management & Corporate Board Interlocks;365
7.2.2.2;Corporate Board Interlocks;366
7.2.2.3;Inter-Industry Interlocks;368
7.2.2.4;Intra-Industry Interlocks;372
7.2.2.5;Moderation Effect;375
7.2.3;Methodology;375
7.2.3.1;Data Collection Procedure;375
7.2.3.2;Dependent Variables;378
7.2.3.3;Independent Variables;379
7.2.3.4;Control Variables;380
7.2.4;Analysis;381
7.2.4.1;Model Specification;381
7.2.4.2;Results of t + 1 Analysis;381
7.2.5;Discussion and Limitations;385
7.2.6;References;389
7.3;16: Knowledge Sharing Across National Cultural Boundaries and Multinational Corporations;394
7.3.1;Introduction;394
7.3.2;Knowledge Sharing, Social and Sociotechnical Factors;395
7.3.3;Diversity in MNCs;397
7.3.4;Dispersion in MNCs;399
7.3.5;Method;400
7.3.5.1;Data Collection;401
7.3.5.2;Data Analysis;401
7.3.6;Knowledge Sharing Between Units;402
7.3.6.1;Culture;402
7.3.6.2;Language;404
7.3.6.3;Distance;405
7.3.6.4;Technology;406
7.3.7;Knowledge Sharing Within Units;407
7.3.7.1;MNC 1: Knowledge Contained;407
7.3.7.2;MNC 2: Knowledge Constrained;409
7.3.8;Discussion and Conclusion;412
7.3.8.1;Practical Implications;414
7.3.9;References;415
8;Part III: Knowledge Management in Practice;421
8.1;17: Enhancing Knowledge Management (KM) in the Fourth Industrial Revolution Era: The Role of Human Resource Systems;422
8.1.1;Defining Knowledge Management (KM);423
8.1.2;Why Do Organisations Need to Be Concerned with Managing Knowledge Effectively?;424
8.1.3;The Evolution of Knowledge Management as a Strategic Resource: The Threats from the New ‘Gig’ Economy Work;425
8.1.4;Understanding Sources of Knowledge Within Organisations;428
8.1.4.1;Tacit Knowledge;428
8.1.5;The Effectiveness of Explicit Knowledge Systems in Generating Innovation and Competitiveness;430
8.1.6;Implicit Knowledge and the Challenges in Creating It;433
8.1.7;Bridging the Gap Between Tacit and Explicit Knowledge: Communities of Practice?;436
8.1.8;The Role of HR in Securing Benefit from Knowledge Repositories Within an Organisation;438
8.1.9;Conclusions;441
8.1.10;References;442
8.2;18: Knowledge Management and Organisational Performance with a Case Study from PDO;447
8.2.1;Introduction;447
8.2.2;The Role of KM in Business Performance;448
8.2.3;KM Perspectives in the Oil and Gas Industry;450
8.2.4;A Case Study of PDO: Why Is There a Need for Knowledge Management in PDO?;455
8.2.4.1;The Background;457
8.2.4.2;The Approach Taken;457
8.2.4.3;Better Access to the Right Content and Information: On-Boarding;459
8.2.4.4;Better Access to Learning and Best Practices: Lessons Learned;460
8.2.4.5;Better Access to Skills and Expertise Capture: People Skills Profiling;460
8.2.4.6;Better Access to Collaboration and Networking: Communities of Practice;462
8.2.5;PDO KM Roles and Responsibilities;463
8.2.6;PDO KM Goals;465
8.2.7;Critical Success Factors;466
8.2.8;Results After Three Years of KM in PDO;469
8.2.8.1;Benefits Achieved;470
8.2.9;Summary;472
8.2.10;Conclusions;474
8.2.11;References;475
8.3;19: An Exploration of Knowledge Sharing Practices, Barriers and Enablers in Small and Micro-Organisations;480
8.3.1;Introduction;480
8.3.2;The Research Study;482
8.3.3;Empirical Findings;483
8.3.3.1;Knowledge Sharing in Architect Org, Training Org and PR and Marketing Org;483
8.3.3.2;Knowledge Sharing Enablers;485
8.3.3.3;Knowledge Sharing Barriers;488
8.3.4;Discussion;490
8.3.4.1;Are Barriers and Enablers in Small and Micro-­Organisations Really Different to Those in Larger Organisations?;490
8.3.4.2;The Enhanced Significance of Enablers and Barriers in Small and Micro-Organisations;492
8.3.5;Conclusions and Implications;495
8.3.6;References;498
8.4;20: Knowledge Management in Small and Medium-Sized Enterprises;503
8.4.1;Introduction;503
8.4.2;Defining SMEs;504
8.4.2.1;Quantitative Features;504
8.4.2.2;Qualitative Features;506
8.4.3;KM in SMEs;507
8.4.4;Why KM in SMEs?;510
8.4.5;Benefits of KM in SMEs?;512
8.4.6;How Can KM Be Applied in SMEs?;512
8.4.6.1;The Need for KM Strategies and Measures;512
8.4.6.2;The Role of the Owner/Owner-Manager;513
8.4.6.3;KM May Take Place at Any Time in the Organization;513
8.4.6.4;Think Broadly When Applying KM;513
8.4.6.5;Measuring the Success of KM;514
8.4.6.6;Knowledge Can Be Both an Asset and a Liability;514
8.4.6.7;The Role of Knowledge Risk Management;515
8.4.7;Conclusion;516
8.4.8;References;517
8.5;21: Knowledge Management in the Public Sector;523
8.5.1;Introduction;523
8.5.2;The Current Challenges in the Public Sector and How KM Can Help;524
8.5.2.1;Public Sector Challenge: Decision and Delivery Making;525
8.5.2.2;Public Sector Challenge: Better Cost Savings and Quality Improvements;525
8.5.2.3;Public Sector Challenge: Adopting the Required Culture and Behaviours;526
8.5.2.4;Public Sector Challenge: Loss of Critical Expertise and Know-How;527
8.5.2.5;Public Sector Challenge: Better Management of Content and Information;528
8.5.2.6;Public Sector Challenge: Learnings Not Reused Across Departments;529
8.5.2.7;Public Sector Challenge: Poor Collaboration and Poorly Performing Communities;530
8.5.3;The Status of Knowledge Management Within the Public Sector;531
8.5.3.1;Examples of Good KM Practices in the Public and Government Sectors;533
8.5.4;KM in the Knowledge-Based Economy;534
8.5.5;Recommended Implementation Steps for Introducing KM in the Public Sector;536
8.5.6;Conclusions;544
8.5.7;References;545
8.6;22: KM and Project Management;547
8.6.1;Introduction;547
8.6.2;Context Issues;548
8.6.3;Managing Knowledge Throughout the Project Life Cycle;552
8.6.3.1;Learning in PM Contexts;554
8.6.3.2;Problems with Capturing and Using Knowledge in PM;555
8.6.4;Tacit Dimension of Knowledge and Projects;557
8.6.4.1;Social Networks in Project Contexts and Trust;559
8.6.4.2;Social Capital;560
8.6.4.3;Trust;560
8.6.5;The Future: Artificial Intelligence and Machine Learning in KM in PM?;561
8.6.6;Conclusions;562
8.6.7;References;564
8.7;23: Elucidating the Effect of Post-Training Transfer Interventions on Trainee Attitudes and Transfer of Training: A Mixed Methods Study;570
8.7.1;Introduction;570
8.7.2;Theoretical Background and Hypothesis;572
8.7.2.1;A General Overview of the Post-Training Transfer Interventions Literature;572
8.7.2.2;The Post-Training Transfer Interventions Model;574
8.7.2.3;Post-Training Transfer Interventions and Trainee Attitudes;576
8.7.2.4;Trainee Attitudes and Transfer of Training;577
8.7.2.5;Post-Training Transfer Interventions and Transfer of Training;578
8.7.2.6;The Differential Effectiveness of RP and Proximal Plus Distal GS;579
8.7.3;Methodology;579
8.7.3.1;Research Context;579
8.7.3.2;Research Approach;580
8.7.4;Quantitative Study;580
8.7.4.1;Sample Description;580
8.7.4.2;Design and Procedures;581
8.7.4.3;Measures;582
8.7.4.4;Data Analysis;582
8.7.4.5;Test of Hypotheses;583
8.7.4.6;Need for Follow-Up Qualitative Study;586
8.7.5;Qualitative Study;588
8.7.5.1;Interviews and Analysis;588
8.7.5.2;Key Categories;589
8.7.6;Discussion;590
8.7.6.1;The Effect of Post-Training Transfer Interventions on Readiness to Change;590
8.7.6.2;The Effect of Post-Training Transfer Interventions on Autonomous Motivation to Transfer;595
8.7.6.3;The Effect of Post-Training Transfer Interventions on Transfer of Training;596
8.7.6.4;The Differential Effectiveness of Relapse Prevention and Goal Setting;597
8.7.6.5;Implications for Theory and Practice;599
8.7.7;Conclusion;600
8.7.8;References;601
8.8;24: Knowledge Management in Developing Economies: A Critical Review;607
8.8.1;Introduction;607
8.8.2;Contextualizing Knowledge Management;608
8.8.3;Review Methodology;610
8.8.4;Findings;616
8.8.5;Discussion;618
8.8.6;Conclusion;621
8.8.7;References;622
8.9;25: Managing Knowledge and Learning for Process Improvement: A Software-­Mediated Process Assessment Approach for IT Service Management;627
8.9.1;Introduction;627
8.9.2;Knowledge and Learning Process;628
8.9.3;Managing Knowledge and Learning for Process Improvement in IT Service Organisations;629
8.9.4;The Software-Mediated Process Assessment Approach;632
8.9.4.1;Process Selection Method;633
8.9.4.2;Online Survey;633
8.9.4.3;Measurement;633
8.9.4.4;Improvement;635
8.9.4.5;Evaluation of the SMPA Approach;636
8.9.5;Practical Strategies for Using the SMPA Approach;636
8.9.5.1;Adoption of International Quality Management Standards;636
8.9.5.2;Use of a Decision Support System Tool;638
8.9.5.3;Development of KM Process Cycle;639
8.9.6;SMPA Value Propositions;640
8.9.6.1;Assessment Data Collection;640
8.9.6.2;Assessment Data Analysis;641
8.9.6.3;Consistency in Assessment Iterations;641
8.9.6.4;KM and Learning for Process Improvements;642
8.9.7;Conclusion;643
8.9.8;References;644
8.10;26: Best Practices in Knowledge Management: A Review of Contemporary Approaches in a Globalised World;648
8.10.1;Introduction;648
8.10.2;Knowledge Management as a Competency;649
8.10.2.1;Knowledge Management and Innovation;650
8.10.2.2;Knowledge Management and Supply Chain Optimisation;651
8.10.3;Knowledge Management as an Organisational Process;652
8.10.4;Knowledge Management Tools;656
8.10.4.1;The Knowledge Strategy Toolkit;656
8.10.4.2;The Knowledge Measurement Toolkit;658
8.10.5;Knowledge Management Examples from Around the World;659
8.10.6;Conclusion;667
8.10.7;References;667
8.11;27: A Critical Realist Pathway to Relevant and Ethical Research;672
8.11.1;Introduction;672
8.11.2;The Research–Practice Gap;675
8.11.2.1;The Growing Gulf;675
8.11.2.2;The Ontological Epistemological Components of Business Research;676
8.11.3;A Critical Realist Perspective;677
8.11.3.1;The Case for Critical Realism;678
8.11.3.2;Theoretical and Methodological Plurality;680
8.11.4;The Ethical Presuppositions of CR;683
8.11.4.1;The Ethical Conduct of Researchers;684
8.11.4.2;The Ethical Conduct of Managers;686
8.11.5;Discussion;688
8.11.6;References;690
8.12;28: Knowledge Management: (Potential) Future Research Directions;696
8.12.1;Bridging the Theory–Practice Gap;697
8.12.2;The Human–Technology Interface;701
8.12.3;Taking Account of the Changing Nature of Work;703
8.12.4;References;706
9;Index;709