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Organisational ‘know-where’ and ‘know-when’: re-framing configurations and distributions of knowledge in organisations

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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Organisational ‘know-where’ and ‘know-when’: re-framing configurations and distributions of knowledge in organisations. / Atherton, Andrew.
In: Knowledge Management Research and Practice, Vol. 11, No. 4, 11.2013, p. 410-421.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Atherton, A 2013, 'Organisational ‘know-where’ and ‘know-when’: re-framing configurations and distributions of knowledge in organisations', Knowledge Management Research and Practice, vol. 11, no. 4, pp. 410-421. https://doi.org/10.1057/kmrp.2012.40

APA

Atherton, A. (2013). Organisational ‘know-where’ and ‘know-when’: re-framing configurations and distributions of knowledge in organisations. Knowledge Management Research and Practice, 11(4), 410-421. https://doi.org/10.1057/kmrp.2012.40

Vancouver

Atherton A. Organisational ‘know-where’ and ‘know-when’: re-framing configurations and distributions of knowledge in organisations. Knowledge Management Research and Practice. 2013 Nov;11(4):410-421. Epub 2012 Oct 1. doi: 10.1057/kmrp.2012.40

Author

Atherton, Andrew. / Organisational ‘know-where’ and ‘know-when’ : re-framing configurations and distributions of knowledge in organisations. In: Knowledge Management Research and Practice. 2013 ; Vol. 11, No. 4. pp. 410-421.

Bibtex

@article{9cca6cba1fef4747a51880fbe9a37c08,
title = "Organisational {\textquoteleft}know-where{\textquoteright} and {\textquoteleft}know-when{\textquoteright}: re-framing configurations and distributions of knowledge in organisations",
abstract = "This paper explores varying configurations of knowledge in organisations. A multi-dimensional framework of distinctive forms of knowledge is used to highlight different patterns of organisational knowledge, demonstrating their heterogeneity and variability – over time, in terms of depth of expertise, and their distribution within and between organisations. Common knowledge that is shared across an organisation accounts for only a small proportion of organisational knowledge, indicating that strategies to exploit this resource for competitive advantage will be constrained unless mechanisms are developed that enable access to and transfer of knowledge that is not yet shared or common.",
keywords = "knowledge stocks and flaws, knowledge transfer, knowledge transmission, knowledge use/utilisation",
author = "Andrew Atherton",
year = "2013",
month = nov,
doi = "10.1057/kmrp.2012.40",
language = "English",
volume = "11",
pages = "410--421",
journal = "Knowledge Management Research and Practice",
issn = "1477-8238",
publisher = "Palgrave Macmillan Ltd.",
number = "4",

}

RIS

TY - JOUR

T1 - Organisational ‘know-where’ and ‘know-when’

T2 - re-framing configurations and distributions of knowledge in organisations

AU - Atherton, Andrew

PY - 2013/11

Y1 - 2013/11

N2 - This paper explores varying configurations of knowledge in organisations. A multi-dimensional framework of distinctive forms of knowledge is used to highlight different patterns of organisational knowledge, demonstrating their heterogeneity and variability – over time, in terms of depth of expertise, and their distribution within and between organisations. Common knowledge that is shared across an organisation accounts for only a small proportion of organisational knowledge, indicating that strategies to exploit this resource for competitive advantage will be constrained unless mechanisms are developed that enable access to and transfer of knowledge that is not yet shared or common.

AB - This paper explores varying configurations of knowledge in organisations. A multi-dimensional framework of distinctive forms of knowledge is used to highlight different patterns of organisational knowledge, demonstrating their heterogeneity and variability – over time, in terms of depth of expertise, and their distribution within and between organisations. Common knowledge that is shared across an organisation accounts for only a small proportion of organisational knowledge, indicating that strategies to exploit this resource for competitive advantage will be constrained unless mechanisms are developed that enable access to and transfer of knowledge that is not yet shared or common.

KW - knowledge stocks and flaws

KW - knowledge transfer

KW - knowledge transmission

KW - knowledge use/utilisation

U2 - 10.1057/kmrp.2012.40

DO - 10.1057/kmrp.2012.40

M3 - Journal article

VL - 11

SP - 410

EP - 421

JO - Knowledge Management Research and Practice

JF - Knowledge Management Research and Practice

SN - 1477-8238

IS - 4

ER -