2015),"Development and validation of knowledge management performance measurement constructs for small and mediumIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information.
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Abstract
Purpose -The purpose of this paper is to engage knowledge management (KM) researchers and practitioners with Foucault's power/knowledge lens as a way of thinking about and recognising the central role of power in organisational knowledge cultures. Design/methodology/approach -The empirical illustrations in this paper are drawn from two qualitative studies in different professional and institutional contexts (insurance and theatre work). Both studies used in-depth interviews and discourse analysis as their principal methods of data collection and analysis.
Findings -The empirical examples illustrate how practitioners operate within complex power/knowledge relations that shape their practices of knowledge sharing, generation and use. The findings show how an application of the power/knowledge lens renders visible both the constraining and productive force of power in KM.Research limitations/implications -Researchers may apply the conceptual tools presented here in a wider variety of institutional and professional contexts to examine the complex and multifaceted role of power in a more in-depth way. Practical implications -KM professionals will benefit from an understanding of organisational power/ knowledge relations when seeking to promote transformational changes in their organisations and build acceptance for KM initiatives. Originality/value -This paper addresses a gap in the literature around theoretical and empirical discussions of power as well as offering an alternative to prevailing resource-based views of power in KM.