Knowledge leadership and the mobilisation of management research: Becoming the object of knowledge

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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Abstract

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.

Item Type: Article
Keywords: leadership, organisational behaviour, knowledge leadership, knowledge mobilisation, management research, knowledge object, evidence-based management, healthcare management, knowledge-intensive firm, Foucault, organisation studies
Subject(s): Leadership
Organisational behaviour
Date Deposited: 15 Dec 2015 14:47
Last Modified: 03 Jun 2016 14:28
Funders: n/a
URI: http://eureka.sbs.ox.ac.uk/id/eprint/5856

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