Knowledge sharing in a dispersed network of HR practice: Zooming in on power/knowledge struggles

Sage Publications Ltd
Publication Type:
Journal Article
Management Learning, 2011, 42 (4), pp. 379 - 393
Issue Date:
Full metadata record
Files in This Item:
Filename Description Size
Thumbnail2011000465OK.pdf190.32 kB
Adobe PDF
The practice-based view of knowledge is recognized as an important epistemological perspective in the knowledge management literature. However, there is also a growing awareness that approaches adopting this view do not always consider issues of power. This article draws on Foucaults conceptual lens of power/ knowledge and discursive positioning theory to gain a better understanding of how and why practitioners contest, accept, and/or further each others knowledge. The article applies its theoretical framework to examine knowledge sharing in a dispersed network of HR practice. The empirical example illustrates how organizational power/knowledge struggles affect dynamics of participation in networks of practice and generate knowledge sharing issues between geographically dispersed practitioners. Based on the studys findings and analysis, the article promotes a power-sensitive view of organizational knowledge sharing that recognizes the discursively constructed nature of relationships within networks of practice.
Please use this identifier to cite or link to this item: