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, Stewart en_US
dc.contributor.author Ray, Tim en_US
dc.date.accessioned 2009-08-20T13:02:26Z
dc.date.available 2009-08-20T13:02:26Z
dc.date.issued 2003 en_US
dc.identifier 2003000795 en_US
dc.identifier.citation Clegg Stewart and Ray Tim 2003, 'Power, rules of the game and the limits to knowledge management: lessons from Japan and Anglo-Saxon alarms', Carfax Publishing, vol. 21, no. 1, pp. 23-40. en_US
dc.identifier.issn 0810-9028 en_US
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. en_US
dc.publisher Carfax Publishing en_US
dc.relation.isbasedon http://dx.doi.org/10.1080/0810902032000050992 en_US
dc.title Power, rules of the game and the limits to knowledge management: lessons from Japan and Anglo-Saxon alarms en_US
dc.parent Prometheus en_US
dc.journal.volume 21 en_US
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 en_US
dc.personcode 960853 en_US
dc.personcode 0000020400 en_US
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


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