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The authors review the literature on information behavior, an autonomous body of work developed mainly in library studies and compare it with work on knowledge mobilization. The aim is to explore how information behavior can contribute to understanding knowledge mobilization in healthcare management.

The authors conducted a narrative review using an exploratory, nonkeyword “double-sided systematic snowball” method. This is especially useful in the situation when the two traditions targeted are broad and relies on distinct vocabulary.

The authors find that the two bodies of work have followed similar trajectories and arrived at similar conclusions, with a linear view supplemented first by a social approach and then by a sensitivity to practice. Lessons from the field of information behavior can be used to avoid duplication of effort, repeating the same errors and reinventing the wheel among knowledge translation scholars. This includes, for example, focusing on sources of information or ignoring the mundane activities in which managers and policymakers are involved.

The study is the first known attempt to build bridges between the field of information behavior and the study of knowledge mobilization. The study, moreover, foregrounds the need to address knowledge mobilization in context-sensitive and social rather than technical terms, focusing on the mundane work performed by a variety of human and nonhuman agents.

This paper aims to open a dialogue between academic accounts of the subprime crisis and The Life of Timon of Athens by William Shakespeare.

Andre Orlean’s analysis of the crisis published in 2009 is closely examined to trace the ways in which it echoes this seventeenth-century play on issues of debt, gift, trust and belief.

Shakespeare’s play provides an astonishingly relevant description that can account for and provide a new reading of most of Orlean’s (2009) detailed and in-depth academic analysis.

Following the chronology of a literary piece, this article opens a dialogue with the academic literature to allow for gaining a particular perspective, namely, beyond specific elements, the underlying dynamics of the subprime crisis are sadly classic in terms of trust and beliefs. As we will see, Shakespeare had already seen everything […].

Dichotomous “gap” thinking about professionals and managers has important limits. The purpose of this paper is to study the specific ontology of “the gap” in which different forms of distances are defined.

In order to deepen the knowledge of the actual day-to-day tasks of Dutch healthcare executives an ethnographic study of the daily work of Dutch healthcare executives and an ontological exploration of the concept “gap” was provided. The study empirically investigates the meaning given to the concept of “distance” in healthcare governance practices.

The study reveals that healthcare executives have to fulfil a dual role of maintaining distance and creating proximity. Coping with different forms of distances seems to be an integral part of their work. They make use of four potential mechanisms to cope with distance in their healthcare organization practices.

The relationship between managers and professionals is often defined as a dichotomous gap. The findings in this research suggest a more dynamic picture of the relationship between managers and professionals than is currently present in literature. This study moves “beyond” the gap and investigates processes of distancing in-depth.