Chapter

Management Knowledge: A Process View<sup>1</sup>

Simon Grand and Adrian Ackeret

in Constructing Identity in and around Organizations

Published in print January 2012 | ISBN: 9780199640997
Published online May 2012 | e-ISBN: 9780191738388 | DOI: http://dx.doi.org/10.1093/acprof:oso/9780199640997.003.0011

Series: Perspectives on Process Organization Studies

Management Knowledge: A Process View1

Show Summary Details

Preview

This chapter provides a theoretical conceptualization and a detailed empirical study of management knowledge from a process perspective. It describes the development of management knowledge after an unprecedented event—the unexpected leave of the founder-owner-CEO of an entrepreneurial software engineering company. In particular, the chapter studies how management knowledge is enacted by the new executive management, the board of directors, and other senior managers within multiple situations, interactions, and engagements; how it is justified and routinized in the face of uncertainty; and how it is shifting and changing over time, through multiple situated enactments. Drawing from convention theory, management knowledge is conceptualized as “engagement regimes”—a conceptualization that permits a description of the processual dynamic of management knowledge and managerial knowing in a single, coherent, theoretical framework.

Keywords: management knowledge; managing; organizational knowledge and knowing; management succession; convention theory; engagement regimes; justification; routinization; longitudinal process study

Chapter.  16048 words.  Illustrated.

Subjects: Organizational Theory and Behaviour

Full text: subscription required

How to subscribe Recommend to my Librarian

Buy this work at Oxford University Press »

Users without a subscription are not able to see the full content. Please, subscribe or login to access all content.