The Emerging Knowledge Governance Approach: Challenges and Characteristics

By N. J. Foss. 2007

418 citations recorded by the source corpus.

The ‘knowledge governance approach’ is characterized as a distinctive, emerging approach that cuts across the fields of knowledge management, organization studies, strategy and human resource management. Knowledge governance is taken up with how the deployment of governance mechanisms influences knowledge processes, such as sharing, retaining and creating knowledge. It insists on clear micro (behavioural) foundations, adopts an economizing perspective, and examines the links between knowledge-based units of analysis with diverse characteristics and governance mechanisms with diverse capabilities of handling these transactions. Research issues that the knowledge governance approach illuminates are sketched.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/70451015fde85540deca00dd6d7d189d5ca650fe

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Citations in the corpus

Does Knowledge Management really matter? Linking knowledge management practices, competitiveness and economic performance (2012, background): “…two of the main formal mechanisms of knowledge management, ICT and HRM-related practices, this paper also responded to the research gap noted by Foss and colleagues (Foss, 2007; Foss et al., 2010) on the dismissal of knowledge governance and the formal aspects of organizing for knowledge.”
Learning mechanisms and differential performance in alliance portfolios (2007, background): “In line with Coleman’s reasoning, recent attempts by scholars to undercover micro-level learning processes have been referred to as ‘the emerging knowledge governance approach’ (Foss, 2007).”
Knowledge Beyond the Individual? Making Sense of a Notion of Collective Knowledge in Organization Theory (2012, background): “The crucial problem with such analogies is that they lack a robust foundation and refrain from providing an explanatory link to the individual as a basic locus of knowledge and action (e.g., Abell, Felin & Foss, 2008; Felin & Foss, 2005; Felin & Hesterly, 2007; Foss, 2003, 2007; Simon, 1991).”
Governance Mechanisms for the Promotion of Social Capital for Knowledge Transfer in Multinational Corporations (2010, positive): “10 underlying them draws heavily on the emerging Knowledge Governance Approach (KGA) (Grandori, 2001; Peltokorpi and Tsuyuki, 2006; Foss, 2007).”
Post-entry survival of developing economy international new ventures: A dynamic capability perspective (2018, result): “This finding supports the view that the individual entrepreneur plays an important role in the development of a company’s dynamic capabilities (see Figure 1) (Felin & Hesterly, 2007; Foss, 2007; Teece, 2014).”
Encouraging knowledge sharing among employees: How job design matters (2009, background): “Specifically, by elaborating on job characteristics conducive to motivation toward knowledge sharing, we take steps in the direction of reorienting job design research toward the emerging knowledge governance approach (Foss, 2007; Grandori, 1997, 2001).”
The influence of human resource management on knowledge sharing and innovation in Spain: the mediating role of affective commitment (2011, background): “In this sense, the literature on KM recognizes the key role played by social and human factors in knowledge-creation processes (Foss 2007 ).”
Individual connectedness in innovation networks: On the role of individual motivation (2013, background): “As pointed out by Foss (2007), organizations can seek to influence individual actions to help accomplish favorable outcomes for the organization as a whole.”
The more the better…or is it? The contradictory effects of HR practices on knowledge sharing motivation and behavior (2016, background): “The knowledge governance approach (Foss, 2007;Minbaeva et al., 2009) recently suggested that these mechanisms could be best uncovered through examining individual-level attitudes and behaviours as critical intermediaries between managerial practices and organisational * The authors contributed…”
The Resource-Based View: A Review and Assessment of Its Critiques (2010, background): “With their focus on the coordinative and integrative capabilities of organizations, it is in particular the knowledge-based versions of the RBV that provide such explanations (Dosi, Faillo, & Marengo, 2008; N. J. Foss, 2007; Grant, 1996a).”