Toward a conceptual framework of reflexivity and practices in knowledge management

Abstract

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.

The impacts of knowledge-oriented leadership on employees' knowledge management behaviors in Chinese based organizations: a qualitative study

“…Knowledge-oriented leaders need to change the mindsets of knowledge holders by creating a transparent network and encouraging KM activities within organizations (Mageswari et al, 2017;Nakano et al, 2013). By doing so, employees are more likely to share knowledge, and as a result, it promotes the development and improvement of KM outcomes (Evanschitzky et al, 2006;Zammel and Najar, 2021). This point is reinforced by Mageswari et al (2017), who analyzed data, that were collected from 251 topand-middle-level managers of Indian manufacturing organizations, and suggested the senior executives should encourage knowledge sharing through human resource practices in the form of training, such as on-the-job training or other job related sharing activities.…”

“…By doing so, employees are more likely to share knowledge, and as a result, it promotes the development and improvement of KM outcomes (Evanschitzky et al. , 2006; Zammel and Najar, 2021). This point is reinforced by Mageswari et al.…”

“…, 2016; Nonaka and Takeuchi, 1995; Song et al. , 2017; Zammel and Najar, 2021). This is because developing and managing knowledge effectively can potentially drive an organization’s long term sustainability.…”

“…To generate competence and expertise while developing competitive advantage, organizations are increasingly paying attention to knowledge management (hereafter KM). Knowledge as an important strategic resource prepares the organization and its members to gain competitive advantage over others (Grant, 1996;Klafke et al, 2016;Nonaka and Takeuchi, 1995;Song et al, 2017;Zammel and Najar, 2021). This is because developing and managing knowledge effectively can potentially drive an organization's long term sustainability.…”

Impacto de reflexividad grupal en la formación de competencias intelectuales en estudiantes

“…The solution to this problem will allow future social workers to carry out their professional activities effectively in various spheres of social practice (Grünhut, 2019;Fu et al, 2021). It makes it possible to understand "changes in organizational structure and management modes" (Zammel & Najar, 2021, p. 2809). In the modern world, "the share of intellectual activity in the professional and social life of the individual acquires a more pronounced form and plays a significant role in human activity" (Zhernovnykova et al, 2017, p. 32).…”