Please use this identifier to cite or link to this item: https://doi.org/10.1177/1350507606060982
Title: Managing trade-offs and tensions between knowledge management initiatives and expertise development practices
Authors: Oshri, I.
Pan, S.L. 
Newell, S.
Keywords: Case study
Conflict
Expertise development
Knowledge management
Organizational learning
Issue Date: 2006
Source: Oshri, I., Pan, S.L., Newell, S. (2006). Managing trade-offs and tensions between knowledge management initiatives and expertise development practices. Management Learning 37 (1) : 63-82. ScholarBank@NUS Repository. https://doi.org/10.1177/1350507606060982
Abstract: This article explores the trade-offs and tensions between knowledge management initiatives and expertise development practices. While studies of knowledge management and expertise development are abundant, there is no research that has addressed the inter-relationships between these two organizational practices. This article, therefore, addresses the following question: How does the introduction and implementation of a knowledge management initiative affect the development of engineer's expertise within a firm? An in-depth case study of a company introducing new practices to promote knowledge transfer between projects in a fast-changing project environment is analysed. Based on the findings, we conclude that the introduced knowledge transfer initiative has upset the past harmony between expertise development and knowledge management practices. Copyright © 2006 Sage Puplications.
Source Title: Management Learning
URI: http://scholarbank.nus.edu.sg/handle/10635/42529
ISSN: 13505076
DOI: 10.1177/1350507606060982
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