Distribution électronique Cairn.info pour De Boeck Supérieur. © De Boeck Supérieur. Tous droits réservés pour tous pays.La reproduction ou représentation de cet article, notamment par photocopie, n'est autorisée que dans les limites des conditions générales d'utilisation du site ou, le cas échéant, des conditions générales de la licence souscrite par votre établissement. Toute autre reproduction ou représentation, en tout ou partie, sous quelque forme et de quelque manière que ce soit, est interdite sauf accord préalable et écrit de l'éditeur, en dehors des cas prévus par la législation en vigueur en France. Il est précisé que son stockage dans une base de données est également interdit.

PurposeIn the present paper the research respects a specific steps regarding to the specificities of the study. The first step is compiling data into formal set which calls for the careful and methodic organizing of the original data. The second phase is disassembling the data in the base which calls the formal coding procedure. This phase supposes the use of a type of coding (axial coding). The authors combined three sources of information; nonparticipating observation of employee practices, techniques of semi-structural Biographical Interviews and explanations to collect data.Design/methodology/approachThis paper aims to report one-case study approach in a knowledge-based multinational to propose a framework that explores the role of reflexivity as determinant and the KM practices base of organizational changes and interpretations. The practice theory of Bourdieu and Giddens is mobilized to explain the individual behavior and the effect on the organizational structures. The paper assigns the role of team reflexivity as antecedent and emphasizes the individual and organizational practices to KM assessment.FindingsThe results showed the value of considering individual practices and team reflexivity on the learning stock of groups and knowledge sharing. Also, organizational learning, capability and social interactions are promising to build a practice-based framework of individual-organization duality of KM and for understanding changes in organizational structure and management modes.Research limitations/implicationsThe results showed the value of considering individual practices and team reflexivity on the learning stock of groups and knowledge sharing. Also, organizational learning, capability and social interactions are promising to build a practice-based framework of individual-organization duality of KM and for understanding changes in organizational structure and management modes.Practical implicationsThe organization's business strategy should identify and assess knowledge within the company's targets based on practice related concepts. The development of KM and HRM strategies must be embedded in business strategy which enables and support the organizational learning through practice community formation. Also, the direction should facilitate interpersonal knowledge sharing through certain forms of social interaction like establishing trust between new team's projects, team reflexivity and individual practices. Moreover, in the managerial issues, the study values the transformational leadership, participative management and commitment within the working group.Originality/valueAs any organizational phenomenon, KM can be addressed in different ways. The authors’ objective is to present an original and global approach leading to understanding different dimensions of this phenomenon. The proposed framework stipulates that knowledge is formed in practice through social interactions (Bourdieu, Giddens) and presents itself as a solution to the duality individual-organization. The originality of the paper is presumed in building a theory about KM effectiveness to develop its literature in terms of determinants and practices.

Purpose Emphasis is placed on knowledge-sharing practices and their influence on the power structure influenced by the technological background of the organization. This paper aims to focus on technological skills institutionalized to build organizational technological capital favoring the knowledge-sharing practices. It aims to extend the sociology literature by providing a conceptual background to explain the restructuring initiatives through the stabilizing role of technological capital. Design/methodology/approach Two comparative case studies have been conducted: the first study took place in a public company and the second study was carried out in a private company of telecommunication involving a documentary study, an observation and semi-structured interviews. Findings The findings in this paper show that the knowledge-sharing practices in the organizational field are stabilized by the technological capital. The technological capital promotes a knowledge management system and plays an important role in restructuring the established power within knowledge intensive organizations. Practical implications Chief executive officers are encouraged to promote sharing practices through developing an innovation culture and valuing technological skills. Relevance should be granted to the technological capital, which aligns the restructuring of a learning organization and promotes the knowledge management systems and stabilizes the organizational structure. Organizations should capitalize a set of technological skills as part of their organizational relevant capital. Originality/value Based on the practice theory of Bourdieu, this paper lights on the triad relation between knowledge sharing/organizational structure/technological capital through comparing between public/private management modes. A theoretical framework is proposed to overlap the ambiguity of the relation between knowledge and power.

No abstract

No abstract