Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation
Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation
Enabling Knowledge Creation: New Tools for Unlocking the Mysteries of Tacit Understanding
Enabling Knowledge Creation: New Tools for Unlocking the Mysteries of Tacit Understanding
Introduction to the Special Issue: Communication Processes for Virtual Organizations
Organization Science
On Organizational Becoming: Rethinking Organizational Change
Organization Science
Action and Possibility: Reconciling Dual Perspectives of Knowledge in Organizations
Organization Science
Knowing in Practice: Enacting a Collective Capability in Distributed Organizing
Organization Science
Managing Organizational Change: Negotiating Meaning and Power-Resistance Relations
Organization Science
Dealing with Unusual Experiences: A Narrative Perspective on Organizational Learning
Organization Science
Organizational Learning: From Experience to Knowledge
Organization Science
Knowledge Collaboration in Online Communities
Organization Science
Theorizing Practice and Practicing Theory
Organization Science
Transcending Knowledge Differences in Cross-Functional Teams
Organization Science
Creative Projects: A Less Routine Approach Toward Getting New Things Done
Organization Science
The Journal of Strategic Information Systems
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Despite several insightful empirical studies on how new knowledge is created in organizations, there is still no satisfactory answer to the question, how is new knowledge created in organizations? The purpose of this paper is to address this question by focusing on direct social interaction, adopting a dialogical approach. The following argument is advanced. From a dialogical perspective, new knowledge in organizations originates in the individual ability to draw new distinctions concerning a task at hand. New distinctions may be developed because practitioners experience their situations in terms of already constituted distinctions, which lend themselves to further articulation. Further articulation develops when organizational members engage in dialogical exchanges. When productive, dialogue leads to self-distanciation, namely, to individuals taking distance from their customary and unreflective ways of acting as practitioners. Dialogue is productive depending on the extent to which participants engage relationally with one another. When this happens, participants are more likely to actively take responsibility for both the joint tasks in which they are involved and for the relationships they have with others. Self-distanciation leads to new distinctions through three processes of conceptual change (conceptual combination, conceptual expansion, and conceptual reframing), which, when intersubjectively accepted, constitute new knowledge. Several organizational examples, as well as findings from organizational knowledge research, are reinterpreted to illustrate the above points.