Currently browsing: Items authored or edited by Tim Ray

Ray, Tim (2017). Why invisible boundaries matter: imagined institutions and power. Prometheus: Critical Studies in Innovation, 35(4) pp. 305–323.

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Ray, Tim (2009). Rethinking Polanyi’s concept of tacit knowledge: From personal knowing to imagined institutions. Minerva, 47(1) pp. 75–92.

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Ray, Tim (2009). What does knowledge work do? In: Clegg, Stewart R. and Cooper, Cary L. eds. The Sage Handbook of Organizational Behavior, Volume II. London: Sage, pp. 53–67.

Ray, Tim (2008). Rethinking Michael Polanyi's realism: from personal knowledge to intersubjectively viable communication. Prometheus, 26(3) pp. 241–257.

Ray, Tim (2008). Japanese management. In: Clegg, Stewart R. and Bailey, James R. eds. International Encyclopedia of Organization Studies, Volume 2. Thousand Oaks, CA: Sage, pp. 731–735.

Ray, Tim (2008). Tacit knowledge. In: Clegg, Stewart and Bailey, James R. eds. International Encyclopedia of Organization Studies, Volume 4. Thousand Oaks, CA: Sage, pp. 1503–1507.

Ray, Tim and Clegg, Stewart (2007). Can we make sense of knowledge management's tangible rainbow? A radical constructivist alternative. Prometheus, 25(2) pp. 161–185.

Little, Stephen E. and Ray, Tim (2005). Managing Knowledge: an essential reader. 2nd edition. Sage Publications Ltd.

Ray, Tim and Clegg, Stewart (2005). Tacit knowing, communication and power: lessons from Japan? In: Little, Stephen and Ray, Tim eds. Managing knowledge: an essential reader. London, UK: Sage Publications Ltd, pp. 319–347.

Ray, Tim (2005). Making sense of managing knowledge. In: Little, Stephen and Ray, Tim eds. Managing knowledge: an essential reader (2nd ed.). London: Sage Publications Ltd, pp. 1–20.

Clegg, Stewart; Ray, Tim and Carter, Chris (2004). Japan as institutional counterfactual: knowledge, learning and power. In: Hodgson, Damian E. and Carter, Chris eds. Management knowledge and the new employee. London, UK: Ashgate.

Ray, Tim; Clegg, Stewart and Gordon, T.E. (2003). A new look at dispersed leadership: power, knowledge and context. In: Storey, John ed. Leadership in organizations: current issues and key trends. London: Routledge, pp. 319–336.

Clegg, Stewart and Ray, Tim (2003). Power, rules of the game and the limits to knowledge management: lessons from Japan and Anglo-Saxon alarms. Prometheus: Critical Studies in Innovation, 21(1) pp. 23–40.

Little, Stephen; Quintas, Paul and Ray, Tim eds. (2001). Managing knowledge: an essential reader. London, UK: Sage Publications Ltd.

Ray, Tim (2001). Managing Japanese organizational knowledge creation: the difference. In: Little, Stephen; Quintas, Paul and Ray, Tim eds. Managing knowledge: an essential reader. London: Sage Publications Ltd, pp. 102–117.

Ray, Tim (2001). Collective tacit knowledge, boundaries and the limits to virtuality. In: Hardy, Sally and Maconochie, Alison eds. Regionalising the knowledge economy. London: Regional Studies Association, pp. 70–73.

Ray, Tim and Little, Steve (2001). Communication and context: collective tacit knowledge and practice in Japan's workplace ba. Creativity and Innovation Management, 10(3) pp. 154–164.