Discovering and Articulating What Is Not yet Known: Using Action Learning and Grounded Theory as a Knowledge Management Strategy

Purpose: To provide a conceptual model for the discovery and articulation of emergent organizational knowledge, particularly knowledge that develops when people work with new technologies. Design/methodology/approach: The model is based on two widely accepted research methods--action learning and grounded theory--and is illustrated using a case study of virtual team leadership, which investigated how virtual team leaders developed relationships with their virtual team members. Findings: The article demonstrates how action learning and grounded theory--two widely accepted research methods--can be used to discover and articulate new organizational knowledge. Practical implications: 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 can provide competitive advantage. Originality/value: The article contributes to the areas of knowledge management and particularly organizational learning by providing a method that maps how organizations can learn from novel situations involving people and technology.