Institutional Learning and Change Initiative

Abstract:

This chapter demonstrates that despite a plurality of discourses related to knowledge, they are reduced to a single dominant discourse on knowledge management. It draws on systems thinking and complexity theory to reconceptualise organisations as complex adaptive systems within which knowledge ecologies may flourish. The focus thus shifts to knowing in situated action and on knowledge as a dynamic phenomenon. The chapter makes a contribution to strengthening the impact of the epistemology of action and that of a social-process perspective of knowledge. The approach presented has radical implications for knowledge management such that it becomes an enduring organisational intervention as opposed to a management fad. The implications for organisational practice and changes in managerial orientations are shown to be novel offering significant potential towards a second order knowledge management.