Spanning boundaries in pursuit of effective knowledge sharing within networks in the NHS
Journal of Health Organization and Management
ISSN: 1477-7266
Article publication date: 11 September 2007
Abstract
Purpose
The purpose of this paper is to examine power asymmetries in the delivery of genetics healthcare that inhibit knowledge sharing across sector, organisational and professional boundaries.
Design/methodology/approach
The paper is a longitudinal comparative case study approach, which encompasses semi‐structured interviews and observation.
Findings
The paper finds politics to be significant in its influence on knowledge sharing across sector, organisational and professional boundaries, but this can be mediated by attending to human and social aspects of the context in which knowledge sharing was expected to take place.
Research limitations/implications
The paper encourages research that evaluates the effect of increased emphasis on human and social aspects of organisational change in pursuit of the “dream” of spanning boundaries and improving knowledge sharing within the NHS.
Practical implications
The paper shows that structural change appears to be of limited effect in promoting knowledge sharing. Organisational and individual development, career management and performance systems are worthy of attention for the purpose of managing knowledge.
Originality/value
The paper exposes this assumption as managerialist. Policy‐makers assume that professionals are willing and able to share knowledge when delivering healthcare through networks.
Keywords
Citation
Currie, G., Finn, R. and Martin, G. (2007), "Spanning boundaries in pursuit of effective knowledge sharing within networks in the NHS", Journal of Health Organization and Management, Vol. 21 No. 4/5, pp. 406-417. https://doi.org/10.1108/14777260710778934
Publisher
:Emerald Group Publishing Limited
Copyright © 2007, Emerald Group Publishing Limited