Social Relations and Knowledge Management Theory and Practice

Social Relations and Knowledge Management Theory and Practice

Marie-Josée Legault (Téluq-UQAMa, Canada)
Copyright: © 2008 |Pages: 24
DOI: 10.4018/978-1-59904-564-1.ch010


This chapter proposes a new hypothesis to the refusal to cooperate from qualified professionals and supports it with five arguments drawn from the fields of sociology of work and professions. The management of knowledge (KM) is based, among other things, on a system for pooling knowledge to which employees must contribute. Nevertheless, the experts of KM persistently note the relative failure of knowledgepooling practices, particularly among the highly qualified professionals. Some experts have little to say about this issue and the scarce explanations they provide are highly unsatisfactory sociologically speaking and inspired by a folk psychology discourse. Sociology of work and professions, particularly, provide the grounds for alternative and more solid analysis of the phenomenon.

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