Balancing act: how to capture knowledge without killing it.

By J. Brown, Paul Duguid. Harvard Business Review, 2000

671 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/efd3009792a3f48ffe5c579306dfc07fee5b5dfa

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

Citations in the corpus

Globalizing retail: conceptualizing the distribution-based transnational corporation (TNC) (2005, background): “Due to this cross-scalar imperative, knowledge management in the TNC cannot simply be about enabling communities of practice, but is essentially a ‘balancing act’ between bottom-up creativity and top-down coordination (Brown and Duguid, 2000).”
Learning from Error: The influence of error incident characteristics (2009, background): “The implementation of discussion groups, for instance, makes it possible for employees to discuss the daily errors they encounter at work (Brown and Duguid, 2000).”
The role of tacit and explicit knowledge in the workplace (2001, background): “For instance, they usually use tacit knowledge to foster creativity and innovation and use explicit knowledge to make the work environment predictable and guide the way tasks are organized (Brown and Dugid, 2000).”
Knowledge management issues in knowledge-intensive SMEs (2006, background): “…goes, it no longer becomes necessary for the practice of those skills once the novice becomes an expert in exercising them, and indeed it does seem to be the case that, as Polanyi argued, when we acquire a skill, we acquire a corresponding understanding that defies articulation (Barbiero, 2002).”
Geographies of production: growth regimes in spatial perspective (II) - knowledge creation and growth in clusters (2005, background): “Community members tell stories about their work to bridge the gap between theoretical and practical knowledge (Brown and Duguid, 2000).”
Managing organizational knowledge as a strategic asset (2001, background): “The gap between what people actually do to perform their jobs and how it is documented is difficult to bridge due to the spontaneous actions people take in response to unexpected challenges and problems (Brown and Duguid, 2000).”
How family business members learn about continuity (2015, background): “…cutters discussed by Lave andWenger (1991); the insurance claims processors studied byWenger (1998); and the Xerox customer service reps discussed by Brown and Duguid (2000) and the participants here is that here participants had known the family members with whom they interacted all their lives.”