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Speciđc types of tacit knowledge are closely examined to understand how they shape theoretical physics practice. Because Collins & Evans’ framework is strongly based on processes of transmission of tacit knowledge, an analysis of the importance of tacit knowledge in physics is carried out to support the thesis. I argue that the communication process is carried out in two ways: through interactional expertise that is based on deep comprehension when the interaction is between micro-cultures that are sociologically closely connected, and through lower forms of knowledge relying on trust for the micro-cultures that are sociologically far apart. The analysis is carried out using two sociological frameworks: the Studies in Expertise and Experience (SEE) approach by Collins & Evans (2007), and mechanisms of sociological and institutional trust in the general sociology of science literature. This thesis is centred around the analysis of how the different groups of specialist experts that make up theoretical physics at large communicate and transmit knowledge between themselves. What their readers learn is not so much (or not just) how to manage but how to make narrative sense of management regarded as part of wider cultural context. e contribution of this article is to show the ways in which the grand plots of popular management books are used to achieve coherence in presenting the books' total solutions for a variety of organizational problems and contexts.

We present the results of our classi catory reading of popular management books, interpreting them in terms of the tacit notions of narrative development and cohesion, emplotted in the background. In this article, we propose that not only works of fiction serve this purpose powerful ideas derive also from popular management books, not only in terms of explicit content but also as what we term, in homage to Lyotard, the grand plots: structures of meaning not usually seen as the overt message of this article. e dominant plots off er the accepted interpretations and guide for actions, whereas alternative plots, available but not most prominent, provide schemes for possible departures from the common wisdom. Barbara Czarniawska and Carl Rhodes have argued that managers and entrepreneurs o en learn from popular culture.

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