School of Business and Management

BUSM138 Knowledge Innovation Learning and Organisations


2 (2017/18)



Module organiser

Professor Stephen Fox


Module overview

The Information Society is a growing global phenomenon. Related ideas such as Knowledge Economy, Learning Organization, Learning Community, Learning Region and Post-Industrial Knowledge Society are widely known.

Knowledge Management, Innovation and Organizational Learning are all management and organizational practices that drive and shape this growing phenomenon and help us understand how it develops and where it might be heading.

This module will look at these ideas through practical empirical studies and landmark theories, drawing implications for management and leadership.


40% coursework and 60% examination

Indicative reading list


  • Bloomfield, B.P., Coombs, R., Knights, D. and Littler, D. (Eds.)(1997) Information Technology and Organizations. Oxford, OUP.
  • Castells, M. (2000) The Rise of the Network Society. Oxford, Blackwell.
  • Elzen, B. Geels, F.W. and Green, K. (2004) System Innovation and the Transition to Sustainability. Cheltenham, Edward Elgar.
  • Latour, B. (2005) Reassembling the Social. Oxford, OUP.
  • Lave, J. and Wenger, E. (1991) Situated Learning. Cambridge, CUP.
  • Haraway, D. (1991) Simians, Cyborgs and Women: The reinvention of nature. New York, Routledge.
  • Harvey, D. (1989) The Condition of Postmodernity. Oxford, Blackwell.
  • Henry, J. and Walker, D. (1991) Managing Innovation. London, Sage.
  • Schon, D. (1983) The Reflective Practitioner. Basic Books.
  • Senge, P. (1990) The Fifth Discipline. New York, Doubleday.
  • Newell, S., Robertson, M., Scarbrough, H. and Swan, J. (2002) Managing Knowledge Work. Houindmills, Palgrave.
  • Nonaka, I. and Takeuchi, H. (1995) The Knowledge-Creating Company. New York, OUP.
  • Weick, K. (1995) Sensemaking in Organizations. London, Sage.
  • Wenger, E. (1998) Communities of Practice. Cambridge, CUP.


  • Alvesson, M. and Sveningsson, S. (2003) 'Managers doing leadership: The extra-ordinarization of the mundane'. Human Relations, 56, 12: 1435-59.
  • Andreu, R. and Ciborra, C. (1996) 'Organizational learning and core capabilities development: The role of IT'. Journal of Strategic Information Systems, 5, 111-27.
  • Argyris, C. (1977) 'Double loop learning in organizations'. Harvard Business Review, Sep-Oct: 115-125.
  • Barad, K. (2003) 'Posthumanist performativity: Toward an understanding of how matter comes to matter'. Signs, 28, 3: 801-31.
  • Bougon (1992) 'Congregate cognitive maps: A unified dynamic theory of organization and strategy'. Journal of Management Studies, 29, 3: 369-89.
  • Bercan, B. and Goktas, D. (2011) 'Components of innovation ecosystems: A cross-country study'. International Research Journal of Finance and Economics, 76: 102-12.
  • Brown, J.S. and Duguid, P. (1991) 'Organizational learning and communities of practice: Towards a unified view of working, learning and innovation'. Organization Science, 2, 1: 40-57.
  • Carlile, P.R. (2002) 'A pragmatic view of knowledge and boundaries: Boundary objects in new product development'. Organization Science, 13, 4: 442-55.
  • Cooke, P. (2001) 'Regional innovation systems, clusters and the knowledge economy'. Industrial & Corporate Change, 10: 945-74.
  • Dougherty, D. (2001) 'Reimagining the differentiation and integration of work for sustained product development'. Organization Science, 12, 5: 612-31.
  • Edgington, D.W. and Hayter, R. (2012) 'New relationships between Japanese and Taiwanese electronics firms '. Environment and Planning A, 44: 68-88.
  • Ferlie, E., Fitzgerald, L., Wood, M. and Hawkins, C. (2005) 'The nonspread of innovations: The mediating role of professionals'. Academy of Management Journal, 48, 1: 177-34.
  • Fenwick, T. (2007) 'Developing organizational practices of ecological sustainability: A learning perspective'. Leadership and Organization Development Journal, 28, 7: 632-45.
  • Fox, S. (2000) 'Communities of practice, Foucault and actor-network theory'. Journal of Management Studies, 37, 6: 853-67.
  • Fox, S. and Vickers (2014) 'Innovation, learning, communities and actor-networks of practice'. In Soliman, F. (ed.) Learning Models for Innovations in Organizations. Hershey, PA, IGI Global. pp. 30-51.
  • Garud, R. Gehmen, J. and Karunakaran, A. (2014) 'Boundaries, breaches and bridges: the case of Climategate'. Research Policy, 43: 60-73.
  • Geels, F.W. (2005) 'Co-evolution of technology and society: The transition in water supply and personal hygiene in the Netherlands (1850-1930) - a case study in multi-level perspective'. Technology in Society, 27: 363-97.
  • Geels, F.W. and Schot, J. (2007) 'A typology of sociotechnical transition pathways'. Research Policy, 36: 399-417.
  • Harris, S.G. (1994) 'Organizational culture and individual sensemaking: A schema-based perspective'. Organization Science, 5, 3: 309-321.
  • Hydle, K.M., Kvalshaugen, R. and Breunig, K.J. (2013) 'Transnational practices in communities of task and communities of learning'. Management Learning, 45, 5: 609-29.
  • Islam, G. (2015) 'Extending organizational cognition: A conceptual exploration of mental extension in organizations'. Human Relations, 68, 3: 463-87.
  • Leonardi, P.M. (2011) 'Innovation blindness: Culture, frames and cross-boundary problem construction in the development of new technology concepts'. Organization Science, 22, 2: 347-69.
  • Marian, R. and Uhl-Bien, M. (2001) 'Leadership in complex organizations'. Leadership Quarterly, 12, 4: 389-418.
  • Moore, J.F. (2006) 'Business ecosystems and the view from the firm'. The Antitrust Bulletin, 51, 1: 31-75.
  • Paraskevopoulou, E. (2011) 'Non-technological regulatory effects: Implications of innovation and innovation policy'. Research Policy, 41, 1058-71.
  • Pearce, C. (2004) 'The Future of shared leadership: Combining vertical and shared leadership to transform knowledge work'. Academy of Management Executive, 18, 1: 47-57.
  • Smith, A., Vob, J.P. and Grin, J. (2010) 'Innovation studies and sustainability transitions: The allure of the multi-level perspective and its challenges'. Research Policy, 39: 435-48.
  • Swan, J., Scarbrough, H. and Robertson, M. (2002) 'The construction of 'communities of practice' in the management of innovation '. Management Learning, 33, 4: 477-96.
  • Vine, B., Holmes, J., Marra, M., Pfeifer, D. and Jackson, B. (2008) 'Exploring co-leadership talk through interactional sociolinguistics'. Leadership, 4, 3: 339-60.
  • Weick, K.E. and Roberts, K.H. (1993) 'Collective mind in organizations: Heedful inter-relating on flight decks'. Administrative Science Quarterly, 38, 3: 356-81.
  • Whitmarsh, L. (2012) 'How useful is the multi-level perspective for transport and sustainability research'. Journal of Transport Geography, 24: 483-87.
  • Yammarino, F.J. and Dansereau, F. (2008) 'Multi-level nature and multi-level approaches to leadership'. Leadership Quarterly, 19: 135-40.
  • Zanko, M., Badham, R., Couchman, P. and Schubert, M. (2008) 'Innovation and HRM: Absences and politics'. International Journal of Human Resource Management, 19, 4: 562-81.