An under-researched issue in work within the `knowledge movement' is the relation between organizational issues and knowledge processes (i.e., sharing and creating knowledge). We argue that managers can shape formal organization structure and organization forms and can influence the more informal organizational practices in order to foster knowledge sharing and creation. Theoretically, we unfold this argument by relying on key ideas of organizational economics and organizational behaviour studies. We put forward a number of refutable propositions derived from this reasoning.
|Udgiver||The Center for Knowledge Governance. Department of Management, Politics and Philosophy, Copenhagen Business School|
|Status||Udgivet - sep. 2003|
|Navn||CKG Working Paper|
- Organizational economics