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Can we make sense of knowledge management's tangible rainbow? : a radical constructivist alternative

Ray, Tim; Clegg, Stewart - In: Prometheus : critical studies in innovation 25 (2007) 2, pp. 161-185

Persistent link: https://www.econbiz.de/10003554003

Tacit knowing, communication and power: lessons from Japan?

Ray, Tim; Clegg, Stewart - In: Managing knowledge : an essential reader, (pp. 319-347). 2005

Persistent link: https://www.econbiz.de/10003275466

Japan as institutional counterfactual: knowledge, learning and power

Clegg, Stewart; Ray, Tim; Carter, Chris - In: Management knowledge and the new employee, (pp. 84-102). 2004

Persistent link: https://www.econbiz.de/10002586339

A new look at dispersed leadership: power, knowledge and context

Ray, Tim; Clegg, Stewart; Gordon, Ray - In: Leadership in organizations : current issues and key trends, (pp. 319-336). 2004

Persistent link: https://www.econbiz.de/10001843568

Power, Rules of the Game and the Limits to Knowledge Management: Lessons from Japan and Anglo-Saxon Alarms

Clegg, Stewart; Ray, Tim - In: Prometheus 21 (2003) 1, pp. 23-40

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...

Persistent link: https://www.econbiz.de/10009275769