Welcome to the InfoSci Platform
Reference Hub1
Analysis of ISO 9001 Paradox of Knowledge Codification Using the Activity System Model: Tensions in Practices and Expansive Learning

Analysis of ISO 9001 Paradox of Knowledge Codification Using the Activity System Model: Tensions in Practices and Expansive Learning

Hiam Serhan, Doudja Saïdi Kabèche
Copyright: © 2017 |Volume: 15 |Issue: 2 |Pages: 20
ISSN: 2470-8542|EISSN: 2470-8550|EISBN13: 9781522516026|DOI: 10.4018/IJSR.2017070103
Cite Article Cite Article

MLA

Serhan, Hiam, and Doudja Saïdi Kabèche. "Analysis of ISO 9001 Paradox of Knowledge Codification Using the Activity System Model: Tensions in Practices and Expansive Learning." IJSR vol.15, no.2 2017: pp.37-56. http://doi.org/10.4018/IJSR.2017070103

APA

Serhan, H. & Kabèche, D. S. (2017). Analysis of ISO 9001 Paradox of Knowledge Codification Using the Activity System Model: Tensions in Practices and Expansive Learning. International Journal of Standardization Research (IJSR), 15(2), 37-56. http://doi.org/10.4018/IJSR.2017070103

Chicago

Serhan, Hiam, and Doudja Saïdi Kabèche. "Analysis of ISO 9001 Paradox of Knowledge Codification Using the Activity System Model: Tensions in Practices and Expansive Learning," International Journal of Standardization Research (IJSR) 15, no.2: 37-56. http://doi.org/10.4018/IJSR.2017070103

Export Reference

Mendeley
Favorite Full-Issue Download

Abstract

This article analyses the ISO 9001 standard as a generic management tool grounded on three interdependent elements: an artefact of abstract requirements to implement (ostensive routines); a management philosophy that instruments its implementation; and a simplified vision of the organization's relations and knowledge (performative routines). Its two functions are paradoxically oriented to exploitation of codified good practices and to exploration of new knowledge to innovate, create tensions during its implementation in the organization. By applying the activity system model on the French multinational food Groupe (Danone), this research analyses the tensions, learning and innovation outcomes that emerge during the implementation of the knowledge codification requirement in the company. The objective of this article is to illustrate how Danone used the paradox of knowledge codification to create distinctive innovations. It argues that the management of paradoxes depends on the manager's philosophy and competencies to manage cognitive and emotional tensions in organizations.

Request Access

You do not own this content. Please login to recommend this title to your institution's librarian or purchase it from the IGI Global bookstore.