Journal
ORGANIZATION STUDIES
Volume 29, Issue 10, Pages 1287-1313Publisher
SAGE PUBLICATIONS LTD
DOI: 10.1177/0170840607086553
Keywords
knowledge management; conversation management; dialogue; sense making; conversation rules
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This article presents a discussion on the role of face-to-face conversations for social knowledge processes and sense making in organizations. Given the importance attributed to conversations in the literature, but also the many conversational routines that prevent knowledge creation and sharing, the question pursued is how conversations can be managed to foster developments in organizational knowing. We particularly focus on the role of explicit rules as one means to manage conversations from a knowledge perspective and analyse contributions from knowledge management, organizational learning, decision making and change management. In order to refine and systemize the discussion on the multitude of conversation rules, we propose a management framework by drawing on communication theory. Implications for management as well as future directions for research on conversation management conclude the article.
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