{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,5,19]],"date-time":"2026-05-19T15:20:33Z","timestamp":1779204033777,"version":"3.51.4"},"reference-count":56,"publisher":"Emerald","issue":"4","license":[{"start":{"date-parts":[[2015,7,13]],"date-time":"2015-07-13T00:00:00Z","timestamp":1436745600000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2015,7,13]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-heading\">Purpose<\/jats:title><jats:p>\u2013 The purpose of this paper is to engage knowledge management (KM) researchers and practitioners with Foucault\u2019s power\/knowledge lens as a way of thinking about and recognising the central role of power in organisational knowledge cultures.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title><jats:p>\u2013 The empirical illustrations in this paper are drawn from two qualitative studies in different professional and institutional contexts (insurance and theatre work). Both studies used in-depth interviews and discourse analysis as their principal methods of data collection and analysis.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Findings<\/jats:title><jats:p>\u2013 The empirical examples illustrate how practitioners operate within complex power\/knowledge relations that shape their practices of knowledge sharing, generation and use. The findings show how an application of the power\/knowledge lens renders visible both the constraining and productive force of power in KM.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Research limitations\/implications<\/jats:title><jats:p>\u2013 Researchers may apply the conceptual tools presented here in a wider variety of institutional and professional contexts to examine the complex and multifaceted role of power in a more in-depth way.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Practical implications<\/jats:title><jats:p>\u2013 KM professionals will benefit from an understanding of organisational power\/knowledge relations when seeking to promote transformational changes in their organisations and build acceptance for KM initiatives.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p>\u2013 This paper addresses a gap in the literature around theoretical and empirical discussions of power as well as offering an alternative to prevailing resource-based views of power in KM.<\/jats:p><\/jats:sec>","DOI":"10.1108\/jkm-12-2014-0511","type":"journal-article","created":{"date-parts":[[2015,6,12]],"date-time":"2015-06-12T05:56:38Z","timestamp":1434088598000},"page":"756-769","source":"Crossref","is-referenced-by-count":49,"title":["Power matters: the importance of Foucault\u2019s power\/knowledge as a conceptual lens in KM research and practice"],"prefix":"10.1108","volume":"19","author":[{"given":"Helena","family":"Heizmann","sequence":"first","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Michael R.","family":"Olsson","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"140","reference":[{"key":"key2020122300412271600_b1","doi-asserted-by":"crossref","unstructured":"Alvesson, M. and K\u00e4rreman, D. 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