Swan, Jacky and Robertson, M. (2010) Knowledge. In: Hancock, Philip and Spicer, Andre, (eds.) Understanding corporate life. London, UK: Sage Publications Ltd., pp. 149-164. ISBN 978-1-4129-2384-2

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Abstract

Knowledge Nowadays, in what is often referred to as ‘knowledge based’ economies, corporations are giving serious attention to managing and exploiting knowledge, perceiving it to be the most important strategic resource. Commentators and researchers claim that if corporations are going to sustain competitive advantage in the knowledge economy then they must continually innovate, and this requires the development of a more strategic approach to ‘knowledge management’ (Hansen, 1999). However, the notion that knowledge can (or should) be managed, in much the same way that other corporate resources (e.g. finance, labour) are managed, has been subject to significant critique in recent years (Alvesson et al, 2002; Fuller, 2002; Newell et al, 2002; Swan and Scarbrough, 2001). In this chapter, we will build on these earlier critiques by outlining the treatment of ‘knowledge’ in corporate life and by reviewing what actually happens when organizations attempt to ‘manage’ knowledge and what assumptions underpin

Item Type:	Book Item
Subjects:	H Social Sciences > HB Economic Theory
Divisions:	Faculty of Social Sciences > Warwick Business School > Innovation, Knowledge & Organisational Networks Research Unit Faculty of Social Sciences > Warwick Business School > Industrial Relations & Organisational Behaviour Faculty of Social Sciences > Warwick Business School
Publisher:	Sage Publications Ltd.
Place of Publication:	London, UK
ISBN:	978-1-4129-2384-2
Book Title:	Understanding corporate life
Editor:	Hancock, Philip and Spicer, Andre
Date:	2010
Number:	Chapter 9
Number of Pages:	16
Page Range:	pp. 149-164
Identification Number:	10.4135/9781446213995
Status:	Peer Reviewed
Publication Status:	Published
Access rights to Published version:	Restricted or Subscription Access
URI:	http://wrap.warwick.ac.uk/id/eprint/45352

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