This paper engages with critical discourse problematising knowledge
management. It does so in the context of a field study of a multinational,
fast moving consumer goods company based in Australia. Applying actor-network
theory, four knowledge networks are assembled: first, knowledge as
reassembling, repositing and reusing; second, knowledge as importing
and standardising skills; third, knowledge as sharing, linking and
acting from a distance; and, fourth, knowledge as locating knowledge.
These knowledge networks highlight the heterogeneous constructs mobilised
by organisational participants in the name of knowledge management.
As such, this paper contributes to an understanding of the constitution
of organisational knowledges--these being achieved through a diverse
set of activities, actors and actants. The paper also highlights
a plurality of organisational knowledges and thus questions the centrality
of accounting inscriptions in disciplinary accounts of knowledge
networks. It demonstrates the need to understand accounting knowledge
objects as part of a larger constellation of organisational knowledges.
Finally, it suggests that a plurality of knowledges enables a ‘decentring’
of knowledge networks and the possible formation of localised sites
of resistance/domination in the post-industrial era.