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Social Relations and Knowledge Management Theory and Practice

Social Relations and Knowledge Management Theory and Practice

Marie-Josée Legault
Copyright: © 2008 |Pages: 24
ISBN13: 9781599045641|ISBN10: 1599045648|ISBN13 Softcover: 9781616927363|EISBN13: 9781599045665
DOI: 10.4018/978-1-59904-564-1.ch010
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MLA

Legault, Marie-Josée. "Social Relations and Knowledge Management Theory and Practice." Management Practices in High-Tech Environments, edited by Dariusz Jemielniak and Jerzy Kociatkiewicz, IGI Global, 2008, pp. 167-190. https://doi.org/10.4018/978-1-59904-564-1.ch010

APA

Legault, M. (2008). Social Relations and Knowledge Management Theory and Practice. In D. Jemielniak & J. Kociatkiewicz (Eds.), Management Practices in High-Tech Environments (pp. 167-190). IGI Global. https://doi.org/10.4018/978-1-59904-564-1.ch010

Chicago

Legault, Marie-Josée. "Social Relations and Knowledge Management Theory and Practice." In Management Practices in High-Tech Environments, edited by Dariusz Jemielniak and Jerzy Kociatkiewicz, 167-190. Hershey, PA: IGI Global, 2008. https://doi.org/10.4018/978-1-59904-564-1.ch010

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Abstract

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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