- List of Contributors
- Historical Reflections on the Practice of Information Management and Implications for the Field of MIS
- Tracing the History of the Information Systems Field
- The Truth, the Whole Truth, and Nothing but the Truth: High‐Quality Research in Information Systems
- Systems Thinking and Soft Systems Methodology
- Structuration Theory
- Institutional Theory of Information Technology
- ‘Everything is Dangerous’: Rethinking Michel Foucault and the Social Study of ICT
- Critical Social Information Systems Research
- Hermeneutics and Meaning‐Making in Information Systems
- Phenomenology, Screens, and <i>Screenness</i>: Returning to the World Itself
- Post‐structuralism, Social Shaping of Technology, and Actor‐Network Theory: What Can They Bring to IS Research?
- Further Developments in Information Systems Strategizing: Unpacking the Concept
- Rethinking Business–IT Alignment
- IT‐Dependent Strategic Initiatives and Sustained Competitive Advantage: A Review, Synthesis, and an Extension of the Literature
- Changing the Story Surrounding Enterprise Systems to Improve our Understanding of What Makes ERP Work in Organizations
- A Multi‐theoretic Approach to IT Governance: The Need for Commitment as well as Alignment
- Rethinking Information Systems Security
- Mobile IT
- A Review of the IT Outsourcing Literature: Insights for Practice
- Managing Knowledge Work
- Rethinking Gender and MIS for the Twenty‐First Century
- Green Digits: Towards an Ecology of IT Thinking
- Ethics and ICT
- IT, Globalization, and Human Development: A Personal View
- Discourses on Innovation and Development in Information Systems in Developing Countries Research
- From Instrumentality to Emergence in Information Systems
Abstract and Keywords
This article focuses on the topic of managing knowledge work. It introduces the core concepts of knowledge, organizational knowledge, knowledge management, and — importantly — innovation. It draws on theory developed in the organizational behaviour and strategy literatures and shows how these concepts have been — and can be — applied to the world of information systems through knowledge management systems. It then provides a brief overview and critique of different approaches to managing knowledge work, and looks at the way the ideas in the ‘field’ have developed and the implications of these approaches for the development of management information system (MIS). It presents three broad approaches — termed here as structuralist, process, and practice — that have been developed in organizational theory and strategy and which help inform our understanding of what it is that firms are trying to do when they claim to be managing knowledge.
Jacky Swan is Professor in Organizational Behaviour at Warwick Business School, University of Warwick, Associate Dean (Ph.D. Programme) and Director of the Innovation Knowledge and Organizational Networks (IKON) research centre. Her research interests are in linking innovation and networking to processes of managing knowledge across different industry sectors and national contexts. Of late she has been Principal Investigator on research projects looking at the translation of knowledge into medical practice via clinical trials and commissioning decisions. She is co‐author of Managing Knowledge Work and Innovation (Palgrave, 2009).
Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.
If you have purchased a print title that contains an access token, please see the token for information about how to register your code.