Spanning boundaries in pursuit of effective knowledge sharing within networks in the NHS

The purpose of this paper is to examine power asymmetries in the delivery of genetics healthcare that inhibit knowledge sharing across sector, organisational and professional boundaries.

The paper is a longitudinal comparative case study approach, which encompasses semi-structured interviews and observation.

The paper finds politics to be significant in its influence on knowledge sharing across sector, organisational and professional boundaries, but this can be mediated by attending to human and social aspects of the context in which knowledge sharing was expected to take place.

The paper encourages research that evaluates the effect of increased emphasis on human and social aspects of organisational change in pursuit of the "dream" of spanning boundaries and improving knowledge sharing within the NHS.

The paper shows that structural change appears to be of limited effect in promoting knowledge sharing. Organisational and individual development, career management and performance systems are worthy of attention for the purpose of managing knowledge.

The paper exposes this assumption as managerialist. Policy-makers assume that professionals are willing and able to share knowledge when delivering healthcare through networks.