The social management of embodied knowledge in a knowledge community

Abstract

Purpose The purpose of this paper is to examine the patterns of social management of knowledge in a knowledge‐community, reflecting on multiple social processes at work. Design/methodology/approach This is a social epistemological critique of management of knowledge. Findings First, knowledge communities are essentially multiple interactive social structures ranging from localization in space to emergent cross‐boundary social spaces operating at micro, meso and macro‐social levels. Second, patterns of knowledge management in different contexts such as organizations, groups, communities and virtual communities are predominantly social in nature and new knowledge emerges through social interactions. Originality/value The paper underscores the significance of a social‐epistemological view of knowledge communities and management of knowledge.

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