Working the knowledge game? : the power of the everyday in managing truth in organisations

Working the knowledge game? : the power of the everyday in managing truth in organisations

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Publication Type:: Thesis
Issue Date:: 2004

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Field	Value	Language
dc.contributor	Gustavs, Julie Louise	en_AU
dc.date.accessioned	2007-03-14T01:52:26Z
dc.date.accessioned	2012-12-15T03:52:25Z
dc.date.available	2007-03-14T01:52:26Z
dc.date.available	2012-12-15T03:52:25Z
dc.date.issued	2004
dc.identifier.uri	http://hdl.handle.net/10453/20152
dc.description	University of Technology Sydney. Faculty of Business.
dc.description.abstract	This thesis focuses on what I have called truth management. First it traces how modernist and postmodern theorists play their versions of what counts as true. A key critique I stage of modernist theorising is that it privileges decontextualised ways of knowing and silences agency. Drawn from postmodern concerns and my critique of 'normal science', two maps of 'thinking tools' (Bourdieu 1992) are proposed as the basis of my theorising of how truth is managed in organisations. The first map aims to position contextualism within the empirical gaze. It is made up of three contingencies - discourses, time and space. The second map of thinking tools aims to bring agency back into view. It is made up of four contingencies - identity, capital, practices and power. Each of the seven contingencies is used to frame the story of an inter-organisational partnership between an Australian university and a financial institution in part two of the thesis. The story traces their engagement in a negotiated postgraduate degree program - the Work-Based Learning (WBL) program from 1996-2003. In this way, I aim to demonstrate the power of everyday decision making in determining what counts as true. The management of truth is seen to be dynamic, multiple and contingent rather than causal, singular and able to be plotted on a linear trajectory.	en_AU
dc.format	Thesis (PhD)	en_AU
dc.format.extent	760015 bytes
dc.format.extent	1790088 bytes
dc.format.extent	2539485 bytes
dc.format.extent	1911784 bytes
dc.format.mimetype	application/pdf
dc.language	en	en_AU
dc.language.iso	en_AU
dc.relation	https://opus.lib.uts.edu.au/bitstream/10453/20152/2692/02Whole.pdf
dc.relation.replaces	http://hdl.handle.net/2100/240
dc.rights	info:eu-repo/semantics/openAccess
dc.rights	au.edu.uts.lib/ppc
dc.rights	The author owns the copyright in this thesis including all reproduction and reuse rights for the work. The work may not be altered without the permission of the copyright owner. Attribution is essential when quoting or paraphrasing from this thesis.
dc.rights	http://www.lib.uts.edu.au/disclaimer.html	en_AU
dc.rights	Copyright Julie Gustavs	en_AU
dc.subject	Truth.	en_AU
dc.subject	Knowledge management.	en_AU
dc.subject	Organisational behaviour.	en_AU
dc.title	Working the knowledge game? : the power of the everyday in managing truth in organisations	en_AU
dc.type	Thesis
utslib.copyright.status	open_access

Abstract:

This thesis focuses on what I have called truth management. First it traces how modernist and postmodern theorists play their versions of what counts as true. A key critique I stage of modernist theorising is that it privileges decontextualised ways of knowing and silences agency. Drawn from postmodern concerns and my critique of 'normal science', two maps of 'thinking tools' (Bourdieu 1992) are proposed as the basis of my theorising of how truth is managed in organisations. The first map aims to position contextualism within the empirical gaze. It is made up of three contingencies - discourses, time and space. The second map of thinking tools aims to bring agency back into view. It is made up of four contingencies - identity, capital, practices and power. Each of the seven contingencies is used to frame the story of an inter-organisational partnership between an Australian university and a financial institution in part two of the thesis. The story traces their engagement in a negotiated postgraduate degree program - the Work-Based Learning (WBL) program from 1996-2003. In this way, I aim to demonstrate the power of everyday decision making in determining what counts as true. The management of truth is seen to be dynamic, multiple and contingent rather than causal, singular and able to be plotted on a linear trajectory.

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http://hdl.handle.net/10453/20152