Recent developments in control hold that professionals are best managed through normative and concertive as opposed to bureaucratic and coercive mechanisms. This post-structuralist approach appeals to the notion of congruent values and norms and acknowledges the role of individuals' subjectivity in sustaining professional autonomy. Yet, there remains a risk of oversimplifying the manifestations of such control initiatives. By means of an in-depth case study, this article considers the challenge of implementing a knowledge-sharing portal for a community of R&D scientists through management control initiatives that relied on a blend of presumed 'peer pressure' and the rhetoric of 'facilitation'. Arguing that traditional approaches such as normative/concertive control and soft bureaucracy only partially explain this phenomenon, we draw from Pierre Bourdieu's concept of 'symbolic violence' to interpret a managerial initiative to appropriate knowledge and affirm the structure of social relations through the complicity of R&D scientists. We also examine how the scientists channelled resistance by reconstituting compliance in line with their sense of identity as creators of knowledge.
PurposeThis paper aims to review for the first time existing research literature about the role of gender in creating, sharing and using knowledge in organizations and proposes a conceptual framework to guide future research directions.Design/methodology/approachBased on the systematic literature review method this study collects, synthesizes and analyses articles related to knowledge management (KM) and gender published in online databases by following a pre-defined review protocol. The paper analyses 41 papers published in peer-reviewed journals.FindingsThe role of gender in KM has been rarely addressed in KM journals and journals with specific emphasis on gender. The existing literature is fragmented, but existing research suggests that knowledge sharing might be influenced by gender. Based on the analysis and synthesis, a conceptual framework is proposed to guide further research on determining if gender matters in KM.Research limitations/implicationsAcademic researchers should aim to include gender-related variables into their KM research to further explore if gender matters in KM.Practical implicationsThe practical implication suggests that managers and knowledge managers should raise awareness about how stereotypes and gendered expectations about role behaviour affect how knowledge and experiences are created and shared within the organization.Social implicationsThe authors believe that a better understanding of knowledge handling and gendered role expectations at the workplace could also have an impact beyond organizational boundaries.Originality/valueThe paper presents the first comprehensive systematic literature review of the article published on knowledge creation, sharing and usage and gender and provides a conceptual framework for future research.
The polarization of global labor market, hunt for talent, need to adapt quickly to changing environment is pressuring businesses more than ever before on their performance. This is further snowballed with the development of digitalization, automation, robotization, and artificial intelligence that offer approaches for addressing enormous industry challenges. These challenges create a push for organizational decision makers to rethink on the management of work. Knowledge management (KM) is understood to encourage content management, collaboration with inclusion of organizational behavioral science, and of course technologies. Complementing BI with knowledge management (KM) system in an organization can account for lean and accelerated performance. In this chapter, the authors present their position and insights in the integration of KM and BI suited for the worker in the digital world which possibly encourages lifelong learning with the focus on adaptability.
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