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14 - Summary and commentary

Published online by Cambridge University Press:  05 June 2012

J. David Johnson
Affiliation:
University of Kentucky
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Summary

People underestimate the value of what they do not know, and overestimate the value of what they do know.

(Bates 2005, p. 5)

Information has always been a source of power, but it is now increasingly a source of confusion. In every sphere of modern life, the chronic condition is a surfeit of information, poorly integrated or lost somewhere in the system.

(Wilensky 1968, p. 331)

Simply proposing more or better communication is the oldest consulting recommendation in the book – and no one today really needs more meetings.

(Cross et al. 2004, p. 67)

In this chapter I bring together my central themes and point to the future. A compelling feature of research on KN is that it stands at the intersection of so many important theoretical and policy issues such as the converging trends surrounding globalization and the “flattening” of our world; the increasing complexity and blurring boundaries represented in new organizational forms; difficult individual challenges selecting career paths and loyalty, or the lack thereof, on everyone's part, cited in Chapter 1. These trends lead to dilemmas, for both individuals and organizations, in the development and sharing of knowledge in KN.

I discussed the fundamental concepts, the building blocks of KN, in Chapters 2 and 3. In Chapter 2 I defined knowledge, distinguishing it from such common terms as information and wisdom. This chapter also discussed the various forms that knowledge can take within organizations, thus making critical distinctions that can be used in defining relationships.

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Chapter
Information
Publisher: Cambridge University Press
Print publication year: 2009

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References

Argote, L. 1999. Organizational Learning: Creating, Retaining and Transferring Knowledge. Kluwer.Google Scholar
Borgatti, S. P., and Molina, J. L. 2003. Ethical and strategic issues in organizational social network analysis. Journal of Applied Behavioral Science, 39: 337–349.CrossRefGoogle Scholar
D'Urso, S. C. 2006. Toward a structural-perceptual model of electronic monitoring and surveillance in organizations. Communication Theory, 16: 281–303.CrossRefGoogle Scholar
Moore, W. E., and Tumin, M. M. 1949. Some social functions of ignorance. American Sociological Review, 14: 787–795.CrossRefGoogle Scholar
Poole, M. S., and Ven, A. H. 1989. Using paradox to build management and organizational theories. Academy of Management Review, 14: 562–578.CrossRefGoogle Scholar

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  • Summary and commentary
  • J. David Johnson, University of Kentucky
  • Book: Managing Knowledge Networks
  • Online publication: 05 June 2012
  • Chapter DOI: https://doi.org/10.1017/CBO9780511810565.015
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  • Summary and commentary
  • J. David Johnson, University of Kentucky
  • Book: Managing Knowledge Networks
  • Online publication: 05 June 2012
  • Chapter DOI: https://doi.org/10.1017/CBO9780511810565.015
Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

  • Summary and commentary
  • J. David Johnson, University of Kentucky
  • Book: Managing Knowledge Networks
  • Online publication: 05 June 2012
  • Chapter DOI: https://doi.org/10.1017/CBO9780511810565.015
Available formats
×