This book readdresses fundamental issues in knowledge management, leading to a new area of study: knowledge processes. McInerney’s and Day’s superb authors from various disciplines offer new and exciting views on knowledge acquisition, generation, sharing and management in a post-industrial environment. Their contributions discuss problems of knowledge acquisition, handling, and learning from a variety of perspectives.

"If anyone knows anything about the web, where it's been and where it's going, it's David Weinberger. . . . Too Big To Know is an optimistic, if not somewhat cautionary tale, of the information explosion." -- Steven Rosenbaum, Forbes With the advent of the Internet and the limitless information it contains, we're less sure about what we know, who knows what, or even what it means to know at all. And yet, human knowledge has recently grown in previously unimaginable ways and in inconceivable directions. In Too Big to Know, David Weinberger explains that, rather than a systemic collapse, the Internet era represents a fundamental change in the methods we have for understanding the world around us. With examples from history, politics, business, philosophy, and science, Too Big to Know describes how the very foundations of knowledge have been overturned, and what this revolution means for our future.

Recently the field of organization studies has been plagued by intense, disruptive controversy about what counts as knowledge. This book, written by the major researchers and voices in the field of organization studies, attempts to respond to this controversy by offering the topic of "generative uncertainty" as the primary vehicle for rethinking about this issue. The authors prefer admitting uncertainty to making unwarranted assumptions. The ideas about questioning the possibility of knowledge that is certain goes back to before the time of Socrates. This unique, historical look at the study of organization studies will be of interest to all students and scholars of this field.

This is a fundamental challenge to conventional thinking on management education and its strictly utilitarian relationship to management research and practice. Chapters cover critical theory, feminism, post-structuralist work and much more.

What do business school graduates learn, and how helpful is it for managing in the everyday, messy reality of organisations? What does it mean to apply 'best practice', or to take up 'evidence-based management' and what kind of thinking does this imply? In Rethinking Management, Chris Mowles argues that many management courses still largely assume a linear and predictable world, when experience tells us that the opposite is the case. He questions some of the more orthodox conceptual assumptions that underpin much management education and instead, encourages leaders and managers to take their everyday experience of working with others seriously. People in organisations co-operate and compete to get things done, and constrain and enable each other in relationships of power. Because of this there are always unintended consequences of our actions - uncertainty is inherent in the everyday. Chris Mowles draws on the complexity sciences, the sciences of uncertainty rather than certainty, and the social sciences to explore more helpful ways to think and talk about our lived reality. He takes concrete examples from contemporary organisations, to argue that understanding the radical implications of uncertainty is central to the task of leading. Rethinking Management explores narrative alternatives to the ubiquitous grids and frameworks that are routinely taught in business schools, and encourages management professionals and educators to recognise the importance of judgement, improvisation and the everyday politics of organisational life.