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Knowledge leadership: Mobilizing management research by becoming the knowledge object
Fischer, Michael D. Dopson, Sue Fitzgerald, Louise Bennett, Chris Ferlie, Ewan Ledger, Jean McGivern, Gerry
Fischer, Michael D.
Dopson, Sue
Fitzgerald, Louise
Bennett, Chris
Ferlie, Ewan
Ledger, Jean
McGivern, Gerry
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.
Keywords
knowledge leadership, knowledge mobilisation, management research, knowledge object, evidence-based management, healthcare management, knowledge-intensive firm, Foucault
Date
2016
Type
Journal article
Journal
Human Relations
Book
Volume
69
Issue
7
Page Range
1563-1585
Article Number
ACU Department
Peter Faber Business School
Faculty of Law and Business
Faculty of Law and Business
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Source URL
Event URL
Open Access Status
License
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Controlled