Fischer, Michael D., Dopson, Sue, Fitzgerald, Louise, Bennett, Chris, Ferlie, Ewan, Ledger, Jean and McGivern, Gerry (2016) Knowledge leadership and the mobilisation of management research: Becoming the object of knowledge. Human Relations.
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This article explores contrasting forms of ‘knowledge leadership’ in mobilising management research into organizational practice. Drawing on a Foucauldian perspective on power-knowledge, we introduce three axes of power-knowledge relations, through which we analyse knowledge leadership practices. We present empirical case study data focused on ‘polar cases’ of managers engaged in mobilising management research in six research-intensive organizations in the UK healthcare sector. We find that knowledge leadership involves agentic practices through which managers strive to actively become the knowledge object – personally transposing, appropriating or contending management research. This article contributes to the literature by advancing the concept of knowledge leadership in the work of mobilising management research into organizational practice.
|Keywords:||leadership, organisational behaviour, knowledge leadership, knowledge mobilisation, management research, knowledge object, evidence-based management, healthcare management, knowledge-intensive firm, Foucault, organisation studies|
|Date Deposited:||15 Dec 2015 14:47|
|Last Modified:||03 Jun 2016 14:28|
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