Managerial Implications on Viewing Knowledge as Constructions

This conceptual paper argues that knowledge involves individual and social construction. As such, knowledge is more often than not subjective and inter-subjective. Furthermore, a specific form of constructed knowledge (known as collective tacit knowledge) can only be attained across social immersion and engagement. Paradoxically, it is through this subjective contextualisation of knowledge that we can attain more pertinent knowledge in dealing with a situation at hand. The implications for management in regards to routines, procedures and expert systems, as well as on the need for hands-on mediation are discussed.