
Contents
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10.1 Workplace Knowledge: Changing Conditions and Characteristics 10.1 Workplace Knowledge: Changing Conditions and Characteristics
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10.1.1 Boundaries of Knowledge Work 10.1.1 Boundaries of Knowledge Work
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10.1.2 Managing Knowledge 10.1.2 Managing Knowledge
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10.2 Knowledge Management: Hard Systems and their Limits 10.2 Knowledge Management: Hard Systems and their Limits
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10.3 Communities of Practice? 10.3 Communities of Practice?
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10.4 Knowledge Management in Practice: Tensions and Reflections 10.4 Knowledge Management in Practice: Tensions and Reflections
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10.4.1 Implications for Employees 10.4.1 Implications for Employees
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10.5 Conclusion 10.5 Conclusion
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References References
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10 Knowledge Management
Get accessAlan McKinlay is Professor of Management at the University of St Andrews, Scotland. He has written extensively on business and labor history as well as the contemporary workplace. His books include Strategy and the Human Resource: Ford and the Search for Competitive Advantage (with Ken Starkey, 1992).
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Published:02 September 2009
Cite
Abstract
The central argument of this article is that knowledge management is an attempt by corporations to come to terms with new competitive pressures within capitalism for perpetual innovation in products, services, and organization by leveraging the tacit knowledge of their employees. Understanding, codifying, and mobilizing employees' social competencies has emerged as a key driver of corporate human resource policies. Here lies one of the paradoxes of knowledge management. On the one hand, knowledge-intensive firms confront powerful competitive pressures to accelerate every phase of the product development process. Time constraints on innovation, on the other hand, also place enormous pressure on the creative space ceded to expert labor to experiment. None of these tensions are new. What is novel, however, is the intensity of management focus upon the nexus between knowledge, innovation, and competitiveness coupled with the awareness that Taylorist technologies of control necessarily compromise creativity.
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