Abstract
Purpose – This study aims to analyze the impact of the different ways in which organizational members perceive and experience valuing of knowledge within the work context on its subsequent embedding into organizational routines. Design/methodology/approach – The phenomenographic method was applied, using in-depth semi-structured interviews for data collection. The intentional sample comprised twenty-two human resource professionals. Findings – The structural context, which the organization is part of, creates the social and spatial context that shapes a structuring pattern. This pattern establishes the way people consider knowledge of value and act to embed it into organizational practices and routines. Originality/value – The study reveals the relevance of contemporary organizational structures and forms – cooperatives, hybrid and social business; holacratic or entrepreneurial models; collaborative or partnership networks for innovation – that promote the use and embedding of individual knowledge into organizational routines and practices.
Highlights
The area of organizational knowledge (OK) has been widely studied, stimulating a discussion on how individual knowledge becomes embedded in organizational knowledge (Gherardi, 2000; Orlikowski, 2002; Patriotta, 2003)
The purpose of this study was to analyze the impact of different modes by which organizational members perceive and experience valuing of knowledge in the context of work on the subsequent embedding of knowledge into organizational routines
Its contribution to business studies develops from the discussion on the limited use of individual knowledge in collective knowledge of the organization, due to the difficulty to harness the full use of human capabilities for the benefit of the organization, notably in the models of management and structure found in the organizations surveyed
Summary
The area of organizational knowledge (OK) has been widely studied, stimulating a discussion on how individual knowledge becomes embedded in organizational knowledge (Gherardi, 2000; Orlikowski, 2002; Patriotta, 2003). The objective of the study is to analyze how the different modes (conceptions) by which organizational members perceive and experience valuing of knowledge in the work context impact the subsequent embedding of that knowledge into organizational routines. To this end, a phenomenographic research was conducted (Akerlind, 2005; Marton, 1981; Marton & Booth, 1997; Sandberg, 2000) with human resources (HR) professionals who, in principle, convey routines, culture, structure, strategies, organizational skills and trainingdevelopment-education, and who forge the vision of shared knowledge among the different groups of the organization
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