Abstract. Based on empirical work and literature review, this paper has advanced a theoretical framework that integrates knowledge management, change management and 'soft' issues. It argues that the ''soft'' dimension helps to better understand the process of organizational knowledge transfer. Guidelines for managerial action wereformulated in order to make explicit, be aware and understand embedded 'soft' issues.

This paper explains the key dimensions of practical knowledge. It is argued that practical knowledge and practice are two sides of the same phenomenon and possess objective and subjective dimensions. Approach: The development of this paper involved an in-depth review of the workplace learning, cognitive education and practice-based management literatures supported by Giddens and Habermas' insights on action. Research Implications: The proposed framework complements practice-oriented management research. Whilst there is a significant body of literature dealing with workplace action-learning approaches, still it is not clear what approach to use in what situation. The proposed framework might assist in this task since it recognises different configurations of practice and their associated PK. Originality: This paper integrates parallel literatures from different theoretical backgrounds in order to explain the main dimensions of practical knowledge.

Knowledge management (KM) has matured to the point that many organisations either believe they have such practices in place or at least understand they are relevant to the knowledge work commonly undertaken in many industries. What is lacking from the literature, however, is a solid foundation for the philosophies underpinning KM and particularly for how tacit knowledge informs the KM space. Research over decades shows tacit knowledge underpins all other forms of knowledge, enabling the interpretation and judicious application of knowledge, leading (at its highest levels) to the concept of wisdom. As an academic discipline, artificial intelligence (AI) was established before KM, has been grounded in the computing discipline for many decades, and is applied broadly in many domains. This paper explores how AI can inform the KM debate. Rather than simply provide examples of AI success stories as applied to KM in practice, it explores the theoretical and practical limitations of AI and KM in unison, providing at the same time a strong epistemological understanding of both disciplines as a means of furthering the knowledge debate, with particular emphasis on the role of tacit knowledge within this jurisdiction.

Purpose The purpose of this paper is to understand the underlying logics applied by different project evaluation approaches and to propose an alternative research agenda. Design/methodology/approach This paper explores the project evaluation literature via conducting a qualitative research applying systematic literature review and thematic analysis. Findings The project evaluation literature has mainly concentrated on the objective aspects of project evaluation and overlooked the subjective aspects that reflect the temporal, dynamic, complex and subjective nature of today’s projects. The authors propose a meta-framework that helps project practitioners to select an appropriate project evaluation criterion for their projects by considering the strengths and limitations of their preferred project evaluation model as well as making project evaluators aware of the underlying logics associated to diverse project evaluation approaches. Research limitations/implications This study suggests that new conceptual approaches to deal with some of the major challenges in the project evaluation field. Practice-based views, narrative analysis and actor-network theory are likely to be useful tools to better understand and cope with the projects’ uncertainty and complexity. Practical implications The findings of this research assist project management practitioners and particularly project evaluators to enhance their understanding of the subjectivity, complexity and dynamics of current projects. To increase the reflexivity and resilience of project evaluation practice, this study also proposes new directions to apply different criteria, sub-criteria and indicators to the evaluation practice. Originality/value The originality of this study relies on transcending the conventional objective and rational approaches prevailing in current project evaluation practices. It proposes a research agenda that pave the way to address the shortcomings of conventional project evaluation practice.

Purpose This paper aims to develop a conceptual taxonomy for building requisite knowledge capabilities for different supply chain network (SCN) types. Specifically, it examines knowledge capabilities required for three types of SCNs: efficient, collaborative and agile SCNs. Design/methodology/approach This paper integrates two bodies of thought (i.e. knowledge management and organisational learning) and applies them to SCNs. An abductive research process is used to develop this conceptual taxonomy. Findings The conceptual taxonomy details three archetypical knowledge capabilities – exploitation, exploration and ambidextrous. Those knowledge capabilities are required for efficient, collaborative and agile SCNs, respectively. Research limitations/implications This paper is conceptual and theory-based. The next stages of the research seek to further strengthen the explanatory value of the taxonomy through empirical validation. Practical implications The taxonomy developed in this paper provides a valuable and pragmatic tool for managerial decision-making in the context of SCNs. Specifically, it provides a roadmap for practitioners since the study develops an understanding of the relationship between knowledge capabilities and types of SCNs. Originality/value This is one of the earliest studies that attempt to unearth requisite knowledge capabilities for different types of SCNs.

No abstract

know-how-inaction (Swart, 2011) are some of the concepts developed in order to understand how theory is put into practice 1 .This profusion of practice-related concept theories and the associated new vocabulary enlightens the theory-practice gap research. It achieves this by developing rich accounts of practice and knowledge that consider different world views, units of analysis, and methodological strategies. Paradoxically, this strength constitutes, simultaneously, a weakness since practice-related theories are fragmented as they are rooted in different disciplines, associated with diverse epistemology and ontology. They result in many overlapping, converging and diverging concepts that contribute to the creation of the conceptual and methodological confusion. Additionally, it constrains the operationalisation of practice-related concepts, something that might contribute to generate the ultimate irony: practice theories are unable-or very difficult-to be applied.

The approach provides a framework for assessing organizational context and capabilities to guide copy/transfer/translation of best practices. A roadmap is provided to assist managers and practitioners to select appropriate learning modes for building success and positive systemic change.