Power, rules of the game and the limits to knowledge management: lessons from Japan and Anglo-Saxon alarms

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dc.contributor.author Clegg, SR
dc.contributor.author Ray, T
dc.date.accessioned 2009-08-20T13:02:26Z
dc.date.issued 2003-01
dc.identifier.citation Prometheus, 2003, 21 (1), pp. 23 - 40
dc.identifier.issn 0810-9028
dc.identifier.other C1 en_US
dc.identifier.uri http://hdl.handle.net/10453/1130
dc.description.abstract Much of the Knowledge Management (KM) literature assumes that all relevant knowledge can be represented as information and 'managed'. But the meaning of information is always context-specific and open to subsequent reinterpretation. Moving over time or between contexts affords scope for new meanings to emerge. Making sense of information signals (speech, body language, tone-of-voice or whatever)--Aand the absence of such signals--Ainvolves dimensions of individual and collective tacit knowledge that are frequently misrepresented or ignored in mainstream KM. By relating power and knowledge to 'rules of the game', it is possible to consider how the contexts in which information is rendered meaningful are bounded, as well as crucially related in the stretch between macro-level processes and micro-level practices. In the knowledge debate, Japan stands as a counterfactual to Anglo-Saxon expectations about formal rules, liberal individualism and market-rational entrepreneurship. While seminal accounts of knowledge creation in Japanese companies impelled the West towards KM, there has been no corresponding KM-boom in Japan. Our interpretation of the processes by which Japanese and Anglo-Saxon practices are situated suggests that KM is limited by the separation of knowledge from power and information from meaning.
dc.publisher Carfax Publishing
dc.relation.isbasedon 10.1080/0810902032000050992
dc.title Power, rules of the game and the limits to knowledge management: lessons from Japan and Anglo-Saxon alarms
dc.type Journal Article
dc.parent Prometheus
dc.journal.volume 1
dc.journal.volume 21
dc.journal.number 1 en_US
dc.publocation London, UK en_US
dc.identifier.startpage 23 en_US
dc.identifier.endpage 40 en_US
dc.cauo.name BUS.School of Management en_US
dc.conference Verified OK en_US
dc.for 160510 Public Policy
dc.personcode 960853
dc.percentage 100 en_US
dc.classification.name Public Policy en_US
dc.classification.type FOR-08 en_US
dc.description.keywords Power; Rules Of The Game; Japan; Knowledge; Learning; Innovation en_US
dc.description.keywords Power
dc.description.keywords Rules Of The Game
dc.description.keywords Japan
dc.description.keywords Knowledge
dc.description.keywords Learning
dc.description.keywords Innovation
pubs.embargo.period Not known
pubs.organisational-group /University of Technology Sydney
pubs.organisational-group /University of Technology Sydney/Faculty of Business
pubs.organisational-group /University of Technology Sydney/Faculty of Business/School of Management
pubs.organisational-group /University of Technology Sydney/Strength - Management and Organisation Studies
utslib.copyright.status Closed Access
utslib.copyright.date 2015-04-15 12:17:09.805752+10
utslib.collection.history Closed (ID: 3)


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