In offering a critical account of knowledge management in a small‐ and medium‐sized enterprise this paper aims to theorise the creation and sharing of knowledge from a relational perspective.
Drawing on the findings of an in‐depth longitudinal study of a knowledge transfer partnership (KTP) the paper assesses the role and impact of exogenous change events on the innovation process.
The case indicates that knowledge management constitutes an ongoing process of social engagement when the unfolding social context presents actors with greater and/or fewer opportunities for critical reflection and strategic choice. Failure to adopt knowledge often relates to the way exogenous change events disrupt how actors connect with their social context and as such are able to manage knowledge and uncertainty.
Based on a single case study this research provides insights that are context specific. In this respect, future work should involve a broader assessment of the changing social context of innovation and knowledge management.
This critical account of knowledge management is in contrast to mainstream and positivist accounts found in the literature.
