This chapter investigates how the modernised university might be transformed by the wider adoption of Mode-2 knowledge production. Mode-2 knowledge production, production of dispersed, team-based knowledge, as distinct from the traditional discipline-based Mode-1 knowledge production, was first identified and discussed by Gibbons et al. in 1994. Since then, the terminology has found its way into more general discourse about research and teaching and learning, but in that discourse, Mode-2 knowledge production has struggled to find the legitimacy and acceptance accorded to Mode-1. This is in spite of the fact that knowledge today is most often produced in collaboration, is transmitted in multi-mediated modalities, and utilised in transformative ways very often not envisioned by the generators of that knowledge. It is argued that the reason for the lack of acceptance lies in the fact that a supporting epistemology for Mode-2 knowledge has not, to date, been adequately developed. Thus, the chapter proposes that an epistemology based in philosophical or “American” pragmatism founded by Charles Sanders Peirce can be adopted to provide an articulated and well-grounded epistemology to support Mode-2 as a legitimate form of knowledge production.
Behavioural indicators of manager and managerial leader effectiveness: an example of Mode 2 knowledge production in management to support evidence-based practice
