Knowledge Leadership: Mobilizing Management Research By Becoming The Knowledge Object

Michael  Fischer; Sue  Dopson; Louise  Fitzgerald; Chris Bennett; Ewan Ferlie; Jean Ledger; Gerry Mcgivern

doi:10.1177/0018726715619686

Knowledge Leadership: Mobilizing Management Research By Becoming The Knowledge Object

Michael Fischer , Sue Dopson, Louise Fitzgerald, Chris Bennett, Ewan Ferlie, Jean Ledger, Gerry Mcgivern

Research output: Contribution to journal › Article › peer-review

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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.

Original language	English
Pages (from-to)	1563-1585
Journal	HUMAN RELATIONS
Volume	69
Issue number	7
Early online date	14 Dec 2015
DOIs	https://doi.org/10.1177/0018726715619686
Publication status	Published - 1 Jul 2016

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Knowledge Leadership: Mobilizing Management Research By Becoming The Knowledge Object

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