Search results

The purpose of this study is to explore how Swedish police officers describe occupational knowledge. By learning more about how officers describe occupational knowledge, the study gives more insight about the types of information that they may be more likely to adopt in their occupational tasks.

In this study, the author conducted 27 semi-structured interviews with Swedish police officers. I asked officers several open-ended questions about their everyday work life and professional experience.

Swedish officers divide knowledge into two categories, which are theoretical knowledge and practical knowledge. Theoretical knowledge is learned in the academy and is described as “black and white,” meaning that it is considered static and not applicable to what happens out in patrol. Practical knowledge is learned in the field from colleagues.

Police officers around the world have a wide range of requirements and training to become police officers. However, empirical studies have found that officers tend to use different types of information when performing policing tasks. Depending on how information is perceived and is taught, officers may respond differently to different types of knowledge, due to their evaluation of the validity of the knowledge.

The findings in this study support previous empirical studies on the area of policing and knowledge in two ways; first, this study argues that there is a categorization of knowledge among police officers. Second, this study suggests that officers view one occupational knowledge type as more theoretical and one as more practical.

The purpose of this paper is to show, from a theoretical point of view, the promising relationship between the processes generated by Lesson Studies (LS) and the development of practical thinking in in-service teacher training, derived from two pieces of research.

The authors propose broadening the focus of LS in order to not only improve the “lesson” or “teaching” – in short, practice – but also to reconstruct and improve the practical knowledge of teachers. The core issue of the paper is the discussion about the relationship between the practical knowledge, the knowledge that every teacher uses in his or her daily practice, theories-in-use, mostly unconscious, and the conscious and explicit knowledge, practical thinking, explicit theory, they use to describe and justify their practice.

Knowing our practical knowledge intuitive Gestalt, and building a new conscious and informed way of thinking is not enough, we need to build through systematic new practice a new way of doing, a new way of perceiving, interpreting, taking decisions and acting, coherent with our new theories. LS reinforces these two complementary movements: the practical theorizing movement, the reflexion on action to discover the implicit believes, habits, attitudes and emotions underlying the practice, and the experimentation of the new theory to form the new habits, beliefs, attitudes and emotions that support the development of a new form of teaching. This second movement needs more time and adequate teaching context, confirming the long spiral cycle of LS.

With emphasis on the dialectical relationship between practical theorizing and the experimentation of theory, this paper could set out a new approach for LSs as a method of teacher training which can improve practice through the reconstruction of the practical thinking of those involved.

Discusses issues concerning the relationship between codified marketing theory and practical strategic marketing expertise, particularly with respect to the importance of “tacit” or unarticulated knowledge. The trajectory of argument draws attention to the role of words as symbolic modelling devices and explores implications of this position for theorising marketing expertise. Makes use of a multidisciplinary perspective and draws material from work in cognitive science, the psychology of expertise and the philosophy of science. Sets the problematisation of practical theory in marketing within a broader context of a possible epistemological “crisis” of rationality in practical disciplines. The conclusion suggests that an epistemology of expertise for marketing management demands both theoretical and linguistic sophistication and implies a pedagogic shift towards a model of philosophic enquiry in marketing.

The purpose of this paper is to propose a method for the transfer of knowledge and skills in project management (PM) based on techniques in knowledge management (KM).

The literature contains studies on methods to extract experiential knowledge in PM, but few studies exist that focus on methods to convert extracted knowledge into practical knowledge and transfer it to learners. This research proposes a model of PM skills transfer management, which consists of a PM knowledge extraction phase, PM knowledge recognition phase, practical knowledge transfer phase, and practical knowledge evaluation phase, and examines the model's effectiveness.

Through multi‐agent simulation (MAS), expert communities for knowledge extraction can be vitalized. A PM skills transfer management maturity model (PMST3M) was proposed that is capable of evaluating PM skills transfer management.

The present work could have considered KSM in‐depth with a view to adding value to the virtualization of community of PM experts.

The paper presents a detailed critique of a knowledge‐management‐based process of transferring PM skills.

This study aims to investigate the concept of “practical wisdom” which may be defined as the ability to effectively manage one’s rational knowledge and to read and respond appropriately to the interplay of other people's emotions and one's own and their values. The aims of this study also are (1) to investigate the relationship between the spiritual, emotional and rational capacities which underpin practical wisdom and (2) to analyse the relationship between the practical wisdom co-created in and between individuals through these three capacities.

This study adopts a case study methodology by considering the experience provided by a group of hikers who organized a trip to cross the island of Gran Canarias and its natural parks.

This study proposes that the presence of spiritual, emotional or rational capacities can boost individual self-awareness, self-control and empathy, which can help workers in general and knowledge workers, in particular, more effectively tackle difficult situations, remain calm and collectively develop and enact appropriate responses to these situations. Therefore, results show that the concept of practical wisdom allows for the identification of both the nature of the capacities that contribute to the effective handling of difficult situations and them and the balance that needs to be developed between them.

For knowledge workers, the study provides a framework and an explanatory framework to help them understand how rational, spiritual and emotional capacities both interact and are operationalized to tackle difficult problems. Furthermore, it enables them to identify situations where success to consider such interactions, leads to develop and implement appropriate responses to such situations.

A proper balance of emotional, rational and spiritual capacities may enable people to have a more holistic vision of difficult situations, allowing the finding of appropriate solutions to complex problems (i.e. practical wisdom). This study contributes to strengthening knowledge workers' perception and understanding of the links between the knowledge stocks and knowledge flows that relate to a practical perspective of wisdom.

The paper examines ways that Knowledge Management (KM) can demonstrate practical value for organizations. It begins by reviewing the claims made about KM, i.e. the benefits KM can provide to organizations. These claims are compared with traditional firm performance metrics to derive a criterion to measure the value of KM. Seven practical outcomes of KM are then presented as methods to persuade managers to invest in KM. These practical outcomes are then evaluated against the value criterion. The paper is based on empirical evidence from a five year longitudinal study.

This paper is based on a longitudinal change project for a large Australian Research Council (ARC) Linkage Project grant in the period 2008-2013. The Project was a transformational change program which aimed to help make the partner organisation a learning organisation. The partner organisation was a large Australian Government Department, which faced the threat of knowledge loss caused by its ageing workforce. The sample was 118 respondents, mainly engineering and technical workers. A total of 150 respondents were invited to participate in the study which involved an annual survey and attendance at regular training workshops and related activities, with a participation rate of 79 per cent.

This paper provides a checklist from which to evaluate KM in terms of financial and non-financial measures and seven practical outcomes from which to identify the organisational problem which may be addressed by KM. Lead and lag indicators – what needs to be done and what will result – are also provided. Managers may use this framework to identify the value proposition in any KM investment.

The research is based on a single case study in a public sector organization. While the longitudinal nature of the study and the rich data collected offsets this issue, it also presents good opportunities for researchers and practitioners to test the ideas presented in this paper in other industry contexts. The seven practical outcomes also vary in the maturity of the empirical evidence supporting KM ' s impact. Strategic alignment, value management, and psychological contract, in particular, are still under-developed and could be areas for specific further research testing the ideas presented here.

This paper argues that investment decisions regarding KM may benefit from focusing on significant and on-going organisational problems, which will connect KM with firm performance and demonstrate financial and non-financial impact. The seven practical outcomes were evaluated against measurement criteria and against KM ' s claims. Overall, common themes were time and cost, as well as capability growth and performance improvements. Financial impact was mainly found in cost savings. Non-financial impact was found across the seven practical outcomes. It provides management with a checklist to make investment decisions regarding KM.

The decision whether to invest in KM begins with methods used to evaluate any organisational project. Managers must determine first whether necessary funds are available; and then whether the project is worthwhile. The standard method for evaluating a project ' s worth is return on investment (ROI). However, calculating ROI for KM investment is problematic. Unless KM can be proven to directly improve performance in financial terms, managers may struggle to see its ROI. The paper begins by reviewing the claims made about KM, i.e. the benefits KM can provide to organizations. These claims are compared with traditional firm performance metrics to derive a criterion to measure the value of KM.

The discussion of rigor vs relevance is an ongoing debate in academic environment. Ambitions to fulfill one of these two objectives might not exclude the other. Instead, they could and should be achieved simultaneously. However, what seems to be missing in supply chain management (SCM) research is the unfolding of symmetrical balance between the two dimensions of relevance – theoretical vs practical relevance. The purpose of this paper is to advance the understanding of this symmetrical balance and to change the conversation to also include the practical relevance dimension.

The paper is based on literature studies as well as the results of a questionnaire survey distributed to the Danish Supply Chain Panel consisting of 113 supply chain executives (as per the beginning of 2017). A short interview about the questionnaire results was also carried out with three panel members.

With an increased focus on journal rankings, there is a risk of pursuing more theoretically relevant SCM research at the expense of practically relevant SCM research. Both types of relevance are important for growing the discipline. But the current development seems to favor theoretical relevance, further widening the gap with respect to practical applications. Practical relevance is important both in the knowledge production and in the knowledge transfer stages.

There is a need to further explore different resources to close the gap between theoretical and practical relevance in SCM research. Researchers ought to follow an ambidextrous research strategy. This paper advises to bring back the core of the profession – the research process. This paper encourages researchers to be more creative and intensify the focus, equally, on both the theoretical and practical relevance in their research.

This research showcases a variety of different approaches for researchers to engage with practice so as to reduce any prejudices from both sides and enhance SCM decision-making processes. This paper recommends adding a new type of paper “practical paper” and including practitioners in the review board to evaluate the practical content of the research paper. This initiative would strengthen the interaction between researchers and practitioners.

This paper provides new insights on the need for symmetrical balance between theoretical and practical relevance being important for both academia and practice.

The purpose of this paper is to show the relationship between lesson study (LS) and the reconstruction of teacher dispositions (practical knowledge).

This work consists of an exhaustive qualitative study, analysis and interpretation of the practical knowledge of an infant school teacher before and after her participation in a training process based on LS.

This work offers a response to this resistance to change and to progress in education. It demonstrates the potentiality of LS for the transformation of schools in the twenty-first century and the construction of a reflected, shared, emerging pedagogical capital for teachers.

The analysis focusses on practical knowledge (knowledge-in-action, (Schön, 1998); implicit theories (Pozo, 2006; Marrero, 2009); phronesis (Kinsella and Pitman, 2012); tacit knowledge (Contreras and Pérez de Lara, 2010)) because in accordance with the latest theories deriving from cognitive neuroscience, most of the resources the authors use in their action come from unconscious mechanisms. Hence, the procedures and mechanisms of qualitative research have been used to carry out in-depth analysis through prolonged daily observation of practice under a series of previously established dimensions (knowledge, skills, attitudes, values and emotions).

This paper aims to stress the importance of practical wisdom (phronesis) for the knowledge management field. It is a relevant intellectual and ethical resource for responding to recent changes in the business environment and for responsibly and sustainably aligning organizations for the future. Organizations must find ways to reconcile social, environmental and economic goals and meet different and conflicting stakeholder needs. To this end, the authors challenge knowledge management researchers to feature practical wisdom as an enabler for responsible knowledge management built on solid ethical foundations.

The authors introduce the concept of phronesis, reaching from Aristotle’s The Nicomachean Ethics to Nonaka and Takeuchi’s The Wise Company. Based on a systematic review of the literature, the authors performed a bibliometric analysis. Moreover, the authors discuss the findings and offer avenues for future research.

The results provide an overview of the research on phronesis in the knowledge management field. It points out the leading articles and journals (e.g. Journal of Business Ethics and Journal of Knowledge Management). Likewise, it identifies thematic areas, i.e. knowledge management field, knowledge dynamics, organizational wisdom, leadership and followership, corporate social responsibility and red flags.

In this essay, the authors advise practical wisdom as a promising candidate for advancing the field of knowledge management towards responsible knowledge management. To pursue this, the authors propose to address instability and continuous change through practical wisdom and outline a research agenda to guide further research.

The aim of this paper is to analyze the links between leaders' creation of knowledge in the setting of a leadership development program and the transfer of knowledge to their own organizations.

This is a case study of a leadership development program conducted during 2020–2022. The program was focused on how to lead and manage learning and knowledge processes in organizations, and offered a mix of theoretical perspectives and practical collaborative sessions. Data were collected through interviews and the participants' written reflections on their learning experiences. Total number of interviews was 13.

Overall the participants showed many examples of how they applied theories and practical tools that they had learned during the program in their own organizations. The participants experienced different types of challenges regarding knowledge transfer, but also potential meta-knowledge transfer through dialogue.

Pedagogical organizing of leadership development point to a need for supplementary dialogue between the leader of the development program and both the participating leader and manager.

This study shows that meta-knowledge transfer is not a simple matter of moving codified knowledge from the development program to new settings. Knowledge about others' knowledge requires and stimulates subject-to-subject relations between people through which new knowledge potential is created. These findings confirm and enhance previous studies that indicate the need for social support for soft-skill knowledge transfer.