Managing Knowledge in Organizations : A Critical Pragmatic Perspective. Cet article n’est pas disponible.Managing Knowledge in Organizations : A Critical Pragmatic Perspective

1. The Ambiguous Knowledge of Mètis: Enter the Street-Smart Expert
2. From Ancient Greece to the Digital Workplace: A Story of Mètis' Usurpation
3. The Dilemma of Developing and Maintaining High Level Expertise
4. IT's Impressive, but Sometimes Misleading Track Record
5. Power and Its Enactment: A Traditional View and Its Consequences
6. Knowledge, Power and Hidden Risk
7. Knowledge and Power across the Material-Discursive Practice of Agential Realism
8. The Working Group as Expert
9. Enhancing Group Expertise and Performance across Technology
10. The Integral Role of Conversation in Business Architectures

W. David Holford is Professor of Management at the University of Quebec at Montreal, Canada. His field of interest focuses on organizational sense-making, knowledge theory and the assessment of hidden risk within organizational workgroups. His recent studies have focused on the identification and retention of expert tacit knowledge within knowledge intensive firms.