Knowledge leadership: Mobilizing management research by becoming the knowledge object

Journal article

Fischer, Michael D.. (2015). Knowledge leadership: Mobilizing management research by becoming the knowledge object. Human Relations. 69(7), pp. 1563 - 1585. https://doi.org/10.1177/0018726715619686
AuthorsFischer, Michael D.
Abstract

This article explores contrasting forms of ‘knowledge leadership’ in mobilizing management research into organizational practice. Drawing on a Foucauldian perspective on power–knowledge, we introduce three axes of power–knowledge relations, through which we analyse knowledge leadership practices. We present empirical case study data focused on ‘polar cases’ of managers engaged in mobilizing management research in six research-intensive organizations in the UK healthcare sector. We find that knowledge leadership involves agentic practices through which managers strive to actively become the knowledge object – personally transposing, appropriating or contending management research. This article contributes to the literature by advancing the concept of knowledge leadership in the work of mobilizing management research into organizational practice.

Keywordsevidence-based management; Foucault; healthcare management; knowledge mobilization; knowledge-intensive firm; management research
Year2015
JournalHuman Relations
Journal citation69 (7), pp. 1563 - 1585
Digital Object Identifier (DOI)https://doi.org/10.1177/0018726715619686
Scopus EID2-s2.0-84976558532
Page range1563 - 1585
Research GroupCentre for Sustainable HRM and Wellbeing
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File Access Level
Controlled
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