Discovering and Articulating what is Not Yet Known: Using Action Learning and Grounded Theory as a Knowledge Management Strategy

This article presents a conceptual construct for the discovery and articulation of emergent knowledge. The model is based on two widely accepted research methods, action learning and grounded theory, and introduces the role of the organizational knowledge facilitator. Essentially, the model allows organizations to gain practical and highly current experiential knowledge from employees working in novel situations, including those using new organizational processes and technologies. Such knowledge is often the source of competitive advantage. The conceptual model is illustrated with a case on virtual team leadership.