Document Type

Article

Publication Date

8-13-2015

Publication Title

Journal of Management

Volume

44

Issue

3

First Page

1174

Last Page

1201

Abstract

We employed an instrumental case study of a multi-system hydroelectric power producer, a high-reliability organization (HRO), to explore how new knowledge is created in a context in which errors may result in destruction, catastrophic consequences, and even loss of human life. The findings indicate that knowledge creation is multilevel, nested within three levels of paradox: paradox of knowing, paradox of practice, and paradox of organizing. The combination of the lack of opportunity for errors with the dynamism of the HRO context necessitates that individuals work through multiple paradoxes in order to generate and formalize new knowledge. The findings contribute to the literature on knowledge creation in context by explicating the work practices associated with issue recognition, resolution, and refinement, and the formalization of knowledge in failure-intolerant organizations.

Comments

The final, published version of the article can be found here: https://doi.org/10.1177%2F0149206315599215

Share

COinS