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Professor Jane McKenzie

Professor of Management Knowledge and Learning

MLP 4718 Jane Mc Kenzie 75edwqcke

Specialisms

  • Knowledge, 
  • Organisational Learning, 
  • Individual Learning, 
  • Organisational Change, 
  • Leadership

Location

Room GB5, Greenlands campus

Professor Jane McKenzie is a Professor of Management Knowledge and Learning at Henley Business School.

Jane has been active within the Henley Forum for Organisational Learning and Knowledge Strategies since 2000, contributing to at least one research project per year. She was Director of the Forum between 2009 and 2016. Her research interests focus on how connections and contradictions affect knowledge work and learning capacity in organisational life. This means she is interested in how organisations develop and how decision makers successfully handle the dilemmas and contradictions that arise in relationships as a result of uncertainty and ambiguity.

Jane believes strongly that academic research in isolation will not solve the intractable management and leadership problems that complex organisations are facing today, with rigourous research always needing to have an eye to its practical use in improving business practice. She spends most of her working life in spaces where academics think together with leaders and managers involved with real world practice. She supervises many DBA students and continues to contribute to Forum research.

She is currently editing a book with Professor Jean Bartunek about working effectively in Academic Practitioner partnerships. She spent half her working life in industry and half at Henley Business School and has written three books and many papers. Her work is featured on the Henley Forum's Knowledge in Action flyers, available to download for free here.

Reference: Michell, V. and McKenzie, J. (2017) Lessons learned: structuring knowledge codification and abstraction to provide meaningful information for learning. VINE Journal of Information and Knowledge Management Systems, 47 (3). pp. 411-428. ISSN 2059-5891 doi: https://doi.org/10.1108/VJIKMS-11-2016-0061
Reference: Cheuk, B. and McKenzie, J. (2018) Developing the practice of online leadership: lessons from the field. In: Kolbaek, D. (ed.) Online Collaboration and Communications in Contemporary Organizations. IGI Global, pp. 235-255. ISBN 9781522540946 doi: https://doi.org/10.4018/978-1-5225-4094-6.ch013
Reference: McKenzie, J. and Varney, S. (2018) Energizing middle managers' practice in organizational learning. The Learning Organization, 25 (6). pp. 383-398. ISSN 0969-6474 doi: https://doi.org/10.1108/TLO-06-2018-0106
Reference: McKenzie, J. and van Winkelen, C. (2010) Knowledge management (KM) for a changing world: challenges for third generation knowledge practice. In: Westover, J. (ed.) Training the next generation of knowledge workers: effective secondary education and workplace learning practices to drive enhanced workforce competitive advantage in a global economy. Common Ground Publishing, Altona, Vic.. ISBN 9781863356862
Reference: van Winkelen, C. and McKenzie, J. (2011) Knowledge works. The handbook of practical ways to identify and solve common organisational problems for better performance. Wiley, Oxford, pp328. ISBN 9781119993629
Reference: Moyle, S., McKenzie, J. and Jorge, A. (2003) Collaboration in data mining virtual organisation. In: Mladenic, D., Lavrac, N., Bohanec, M. and Moyle, S. (eds.) Data mining and decision support: integration and collaboration. The Springer International Series in Engineering and Computer Science (745). Springer, New York, pp. 49-62. ISBN 9781402073885
Reference: McKenzie, J. and van Winkelen, C. (2011) Beyond words: Visual metaphors that can demonstrate comprehension of KM as a paradoxical activity system. Systems Research and Behavioral Science, 28 (2). pp. 138-149. ISSN 1099-1743 doi: https://doi.org/10.1002/sres.1078
Reference: McKenzie, J. , Truch, A. and van Winkelen, C. (2004) Winning commitment for knowledge management initiatives. In: Truch, E. (ed.) Leveraging corporate knowledge. The Gower Developments in Business Series. Gower, Aldershot, pp. 63-76. ISBN 9780566085765
Reference: McKenzie, J. and Potter, R. (2004) Enabling conditions for virtual tacit knowledge exchange. In: Truch, E. (ed.) Leveraging corporate knowledge. The Gower Developments in Business Series. Gower, Aldershot, pp. 89-116. ISBN 9780566085765
Reference: McKenzie, J. and van Winkelen, C. (2004) Exploring e-collaboration space. In: Truch, E. (ed.) Leveraging corporate knowledge. The Gower Developments in Business Series. Gower, Aldershot, pp. 43-54. ISBN 9780566085765
Reference: McKenzie, J. (2005) How businesses can work together: examining the essential points of inter-organisational relationships. Knowledge Management Review, 18 (5). pp. 16-19.
Reference: McKenzie, J. and van Winkelen, C. (2006) Exploring e-collaboration space. Organisations & People, 13 (1). pp. 93-96.
Reference: McKenzie, J. (2006) Managing knowledge in collaborative partnerships. Organisations & People, 13 (1). pp. 56-63.
Reference: McKenzie, J. and van Winkelen, C. (2006) Creating successful partnerships: the importance of sharing knowledge. Journal of General Management, 31 (4). pp. 45-61. ISSN 0306-3070
Reference: van Winkelen, C. and McKenzie, J. (2006) The human face of knowledge management. Organisations & People, 13 (1). pp. 4-9.
Reference: van Winkelen, C. and McKenzie, J. (2007) An integrated approach to enabling more effective knowledge flows in an organisation. In: Kazi, A.S., Wohlfart, L. and Wolf, P. (eds.) Hands on knowledge cocreation and sharing: practical methods and techniques. Knoweldge Board, Stuttgart, pp. 167-182. ISBN 97895163500
Reference: van Winkelen, C. and McKenzie, J. (2009) Using scenarios to explore the potential for shifts in the relative priority of human, structural and relational capital in generating value. Electronic Journal of Knowledge Management, 7 (4). pp. 509-516. ISSN 1479-4411
Reference: McKenzie, J. , Palmer, M. and Miller, L. (2009) Improving the quality of conversations as a mechanism for knowledge sharing and new knowledge development. In: 9th Annual KM forum conference, 28-29 Jan 2009, Henley Business School, University of Reading. (Unpublished)
Reference: McKenzie, J. , Woolf, N., van Winkelen, C. and Morgan, C. (2009) Cognition in strategic decision making: model of non-conventional thinking capacities for complex situations. Management Decision, 47 (2). pp. 209-232. ISSN 0025-1747 doi: https://doi.org/10.1108/00251740910938885
Reference: Andriessen, D., Kliphuis, E., McKenzie, J. and van Winkelen, C. (2009) Pictures of knowledge management: developing a method for analysing knowledge metaphors in visuals. Electronic Journal of Knowledge Management, 7 (4). pp. 405-414. ISSN 1479-4411
Reference: McKenzie, J. and van Winkelen, C. (2009) Embracing opposites – enriching learning by acknowledging and resolving tensions between apparently conflicting business values. In: Bruining, T. (ed.) KM for a Changing World. ECLO, Hertogenbosch, pp. 247-291.
Reference: McKenzie, J. , van Winkelen, C. and Grewal, S. (2011) Developing organisational decision-making capability: a knowledge manager's guide. Journal of Knowledge Management, 15 (3). pp. 403-421. ISSN 1367-3270 doi: https://doi.org/10.1108/13673271111137402
Reference: McKenzie, J. and van Winkelen, C. (2004) Understanding the knowledgeable organization: nurturing knowledge competence. Cengage, Andover, pp192. ISBN 9781861528957
Reference: Herremans, I., Murch, R. and McKenzie, J. (2008) The realities and challenges of bringing global perspectives into the classroom through technology. In: Cooke, L.W. (ed.) Frontiers in Higher Education. Nova Science Publishers Inc, Hauppauge NY, pp. 1-30. ISBN 1600211135