Connecting knowledge to management: the case of academic research.

dc.contributor.authorSousa, Célio Alberto Alvespt_PT
dc.contributor.authorHendriks, Paul H. J.pt_PT
dc.date.accessioned2013-08-16T11:56:04Z
dc.date.available2013-08-16T11:56:04Z
dc.date.issued2008pt_PT
dc.descriptionDrawing on in-depth interviews with research managers, this paper argues that academic research management is ideologically close to knowledge management. The research followed a grounded theory approach. This method appears particularly suited for this inquiry, due to the absence of a dominant theoretical framework, the consequent need for extra theorizing, and the appeal to develop a theoretical account that relies on the most privileged sources of this knowledge, namely research managers. The data analysis shows that competing conceptualizations of knowledge and associated management models provide the playground for academic research management. Owing to the impact of cultural and behavioural aspects in the dynamics of knowledge creation, shaping collectively crafted courses of action—rather than managing them—aptly represents the essence of academic research management.
dc.identifier.citationSousa, C.A.A., & Hendriks, P.H.J. (2008). Connecting knowledge to management: the case of academic research. Organization, vol. 15(6), 811-830.pt_PT
dc.identifier.issn1350–5084pt_PT
dc.identifier.urihttp://hdl.handle.net/11328/401
dc.language.isoengpt_PT
dc.publisherOrganizationpt_PT
dc.rightsopen access
dc.subjectAcademic research managementpt_PT
dc.subjectGrounded theory approachpt_PT
dc.subjectKnowledge managementpt_PT
dc.subjectOrganizational knowledgept_PT
dc.subjectUniversity researchpt_PT
dc.titleConnecting knowledge to management: the case of academic research.pt_PT
dc.typejournal articlept_PT
dspace.entity.typePublicationen
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