000			01664naa a2200193uu 4500
001			8052821182810
003			OSt
005			20190211163648.0
008			080528s2008 xx ||||gr |0|| 0 eng d
100	1		_aCHIA, Robert _934297
245	1	0	_aOn Managerial knowledge
260			_aLondon : _bSage Publications, _cApril 2008
520	3		_aThis article investigates what it means for a manager to be knowledgeable. It identifies, on the one hand, a rational tendency to sublimate knowledge as something more exact, definitive and logical than mere learning, and, on the other hand, a practical tendency to subjugate knowledge to social conventions. Articulating a third way between these views, the article critically develops the work of those management scholars for whom the objectivity of knowledge claims is perpetually upset by the recurring influence of environmental context, novel use and localized, community agreement. The influence of what Wittgenstein refers to as background conditions is identified and this background is woven into personal, empirical experiences of events as the bedrock upon which knowledgeable conditions rest. It is not profound, or inaccessibly `deep', but right there before us; it is ordinary belief. It is argued that very often it is these everyday settings that are most revealing when it comes to investigating and understanding what goes by the name managerial knowledge
700	1		_aHOLT, Robin _916672
773	0	8	_tManagement Learning _g39, 2, p. 141-158 _dLondon : Sage Publications, April 2008 _xISSN 13505076 _w
942			_cS
998			_a20080528 _b2118^b _cTiago
998			_a20080528 _b2126^b _cTiago
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c26511 _d26511
041			_aeng