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How middle managers integrate knowledge within projects
Author(s) -
Janczak Sergio
Publication year - 2004
Publication title -
knowledge and process management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.341
H-Index - 44
eISSN - 1099-1441
pISSN - 1092-4604
DOI - 10.1002/kpm.207
Subject(s) - middle management , knowledge management , process (computing) , business , middle level , qualitative research , process management , computer science , sociology , engineering , operating system , work (physics) , mechanical engineering , social science
This qualitative study explores the interwoven strategic and tactical processes that middle management uses to integrate knowledge in multidivisional organizations. I add to the management literature by not only examining the new roles of middle managers but also by explaining the dynamics of these middle managers' roles when pursuing projects. In summary, my research contributes to the process literature by focusing on middle management. These findings indicate that middle managers used three processes (analytic, intuitive and pragmatic) to create and integrate dispersed knowledge into organizational knowledge delivered to their clients. Copyright © 2004 John Wiley & Sons, Ltd.