scholarly journals On Challenges and Opportunities of Designing Integrated IT Platforms for Supporting Knowledge Works in Organizations

2011 ◽  
Vol 36 (3) ◽  
pp. 21-46
Author(s):  
Arijit Laha
Keyword(s):  
Knowledge Management ◽  
Design Theory ◽  
Support Systems ◽  
Knowledge Workers ◽  
Knowledge Work ◽  
Organizational Knowledge ◽  
Task Type ◽  
Work Support ◽  
Information Usage ◽  
Task Oriented

In an ideal Knowledge Management environment in an organization, two objectives need to be achieved. Firstly, knowledge workers should have customized informational support for their respective works and secondly, workers across the organization should be able to easily understand and utilize information produced from myriads of knowledge works. Unfortunately, in current KM research and practices, these two goals are rarely addressed together. In fact, most of the KM practices subscribe either to the task-based KM approaches or to the generic/universalistic KM approaches. Typically, each of them is either unable to cater to the need of the other category or provide some ad hoc measures. This paper examines the major issues from a very basic level to understand the problems and attempts to present a solution that systematically covers both the objectives of KM. In the process, it develops a theory, the Task-oriented Organizational Knowledge Management (TOKM), within which the problems are analysed and a viable solution is identified. TOKM gives us a set of design principles for building a new class of IT-based support systems which can serve as a major component of organizational KM. TOKM focuses on information usage in knowledge works and the scope of technology intervention in the related processes. In this paper, the Task-oriented Organizational Knowledge Management is presented as an Information System Design Theory (ISDT) for building integrated IT platforms for supporting organizational KM. In developing the design, the information requirements of knowledge workers in light of an information usage model of knowledge works is studied. Then the model is extended to study possibilities of more advanced IT support and formulate them in the form of a set of meta-requirements. Following the IS design theory paradigm, a set of artifacts are hypothesized to meet the requirements. Finally, a design method, as a possible approach of building an IT-based integrated platform, the Knowledge-work Support Platform (KwSP), is outlined to realize the artifacts in order to meet the requirements. KwSP is a powerful platform for building and maintaining a number of task-type specific Knowledge-work Support Systems (KwSS) on a common sharable platform. Each KwSS, for the task-type supported by it, can be easily designed to provide extensive and sophisticated support to individual as well as group of knowledge workers in performing their respective knowledge work instances.

Investigating knowledge workers’ productivity using work design theory

2017 ◽  
Vol 66 (6) ◽  
pp. 822-834 ◽  
Author(s):  
Margaret Moussa ◽  
Mathew Bright ◽  
Maria Estela Varua
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Theory ◽  
Knowledge Workers ◽  
Knowledge Work ◽  
Well Being ◽  
Work Design ◽  
Content Type

Purpose The purpose of this paper is to examine the suitability of job and work design theory for investigating knowledge workers’ productivity. The review is a response to recommendation and adoption of the motivational human resource management approach by a number of knowledge management researchers. The authors show that the existing literature on this topic overlooks key criticisms of HRM job and work design theory itself. The authors suggest modifications. Design/methodology/approach The paper proceeds by outlining knowledge management researchers’ arguments rejecting the application of traditional measurement approaches to investigating knowledge workers’ productivity. The review develops to examine the various arguments for adopting work design theory and considers the key contributions and critiques in this field. Drawing on the insights of key HRM work design critics, the paper concludes by offering suggestions for a model suitable for examining the drivers of knowledge work productivity in process. Findings The principle finding is that Morgeson and Humphrey’s (2006) Work Design Questionnaire (WDQ) stand as the most conceptually consistent and methodologically considered human resource management work design theory. However, this model must itself be modified to include a category of organizational contextual work characteristics. For application to the filed of knowledge management, WDQ must also be expanded to include knowledge sharing, role breadth self-efficacy and employee well-being as key work design mediators and outcomes. Research limitations/implications Greater consideration needs to be given to the distinction between knowledge sharing as a work design mediator and as a work design outcome. Morgeson and Humphrey themselves note that the “common method variance” problems arising in psychometric research have been reduced but not completely eliminated from their model. Practical implications Survey instruments based on the recommended model potentially provide a valuable means for understanding and enhancing productivity in a variety of knowledge intensive service industries. The pronounced benefit of this model is that it is applicable in cross-industry and cross-occupational contexts, unlike many existing knowledge worker productivity models. This is an advantage, given the centrality of the inter-connectivity of different types of activities and industries in knowledge work. Social implications Work design prioritizes employee motivation and support and links this to the quality of work and the well-being of clients. The benefits of well-designed knowledge work extend well beyond the generation of specific innovations and macroeconomic productivity improvements. Originality/value Job design and work design theory have been applied in the field of knowledge management. However, the applications have largely overlooked key critiques of the established models in the human resource management literature. The paper fills this gap. Its original suggestions for modifying Moregeson and Humphry’s (2006) WDQ reflect the authors’ in-depth analysis of the literature.

Optimizing Knowledge-Work Through Personal Knowledge Management

2019 ◽  
pp. 21-48
Author(s):  
Rezvan Hosseingholizadeh ◽  
Hadi El-Farr ◽  
Somayyeh Ebrahimi Koushk Mahdi
Keyword(s):  
Knowledge Management ◽  
Ethical Issues ◽  
Knowledge Workers ◽  
Knowledge Work ◽  
Personal Knowledge ◽  
Work Activities ◽  
Personal Knowledge Management ◽  
Individual Knowledge ◽  
Knowledge Intensive ◽  
Discretionary Behavior

Knowledge-work is a discretionary behavior, and knowledge-workers should be viewed as investors of their intellectual capital. That said, effective knowledge-work is mostly dependent on the performance of individual knowledge-workers who drive the success of knowledge-intensive organizations. Therefore, the study takes the perspective of personal knowledge management in enforcing the effectiveness of knowledge-work activities. This study empirically demonstrates that knowledge-workers' behaviors are dependent on their motivation, ability and opportunity to perform knowledge-work activities. This study provides insights and future directions for research on knowledge-work as a discretionary behavior in organization and the factors influencing it. Scholars can investigate the effect of empowerment of individuals on their tendency to knowledge-creation, knowledge-sharing and knowledge-application. Since personal-knowledge often raise the issue of knowledge ownership, further attention to ethical issues may bring valuable insights for KM in organizations.

A Mobile Portal for Academe

2011 ◽  
pp. 577-582
Author(s):  
Hans Lehmann ◽  
Stefan Berger ◽  
Ulrich Remus
Keyword(s):  
Knowledge Management ◽  
Financial Services ◽  
Information Overload ◽  
Knowledge Workers ◽  
Knowledge Work ◽  
Working Environments ◽  
Knowledge Intensive

Today, many working environments and industries are considered as knowledge-intensive, that is, consulting, software, pharmaceutics, financial services, and so forth, and the share of knowledge work has risen continuously during the last decades (Wolff, 2005). Knowledge management (KM) has been introduced to overcome some of the problems knowledge workers are faced when handling knowledge, that is, the problems of storing, organizing, and distributing large amounts of knowledge and its corresponding problem of information overload and so forth (Maier, 2004).

scholarly journals A study on the perception of POKM as the organizational knowledge sharing enabler

VINE ◽  
2015 ◽  
Vol 45 (2) ◽  
pp. 292-318 ◽  
Author(s):  
Siew Hoong Angela Lee ◽  
Tong-Ming Lim
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
User Satisfaction ◽  
Knowledge Workers ◽  
Research Result ◽  
Organizational Knowledge ◽  
Preliminary Review ◽  
Research Activity ◽  
Content Type ◽  
Business Goals

Purpose – The purpose of this study is to investigate the perception of knowledge workers on practice of knowledge management (POKM) as an organizational knowledge sharing enabler in an information technology shared services company to understand issues faced and provide recommendations on different technological characteristics of the system. Design/methodology/approach – The initial stage of the research involved a preliminary review of the existing knowledge management-related documents. This was followed by a top management interview to understand the organization’s business goals and knowledge management (KM) expectations. A total of 70 knowledge workers took part in the research activity. Twenty-five participants from nine departments took part in the preliminary interview, and 52 successful survey forms were collected from a total of 70 respondents. The entire investigation took close to nine months. Data compilation and research result analysis took about three months to complete. Findings – The outcomes of the research show that the quality of POKM is stable, easy to use and organization of the content is rated as good. However, POKM has poor response time and search capability. The content is found to be difficult to locate in the POKM but most participants agree that knowledge stored in the POKM is helpful, can be accessed anytime and anywhere and useful for their day-to-day job. As for the user interface, POKM is not very pleasant to use with a weak set of functions and features. For user satisfaction toward POKM, it is shown that users are not satisfied with the efficiency and effectiveness of the systems. However, employees generally are satisfied with the ease of access, download and reuse of knowledge contains in POKM. In term of perceived POKM benefits, users agree that POKM is an enabler for acquiring new knowledge and innovative ideas, managing and storing knowledge and accomplishing tasks more efficiently. Lastly, knowledge users agree that POKM functions enable knowledge networking, sharing and creation in the organization. Originality/value – POKM was launched and implemented for close to 10 years; however, the organization has failed to achieve some of the goals such as knowledge sharing among employees, creation of new skills and knowledge, measuring knowledge sharing activities and knowledge sharing strategy. The importance of this study is to understand and highlight the technological perspective of POKM from the knowledge workers. Findings will summarize issues faced by the case company for further action and remedy. The outcomes of the study also provide a comprehensive view and guideline to organizations who are interested to implement a KM system.

Pattern-Based Task Management as Means of Organizational Knowledge Maturing

2011 ◽  
Vol 1 (1) ◽  
pp. 20-41 ◽  
Author(s):  
Uwe V. Riss
Keyword(s):  
Knowledge Management ◽  
Work Experience ◽  
Knowledge Workers ◽  
Organizational Knowledge ◽  
Maturation Process ◽  
Task Management

This paper presents the principles of pattern-based task management (PBTM) that aims at knowledge maturing based on the integration of task and knowledge management. It takes into account that knowledge does not only manifest in artifacts but also in actions. The approach supports knowledge workers in the execution of their tasks by offering guiding task patterns without restricting their freedom of execution. Task patterns are collaboratively managed and support the sharing and development of work experience in a way, which makes this experience easily applicable to new tasks. The collaborative origin of task patterns requires offering obvious benefits to knowledge workers to motivate their contributions. In this regard, PBTM establishes an organizational knowledge maturation process that prevents the loss and ensures the development of organizational knowledge.

Knowledge Management Systems

2011 ◽  
pp. 181-205 ◽  
Author(s):  
Dick Stenmark ◽  
Rikard Lindgren
Keyword(s):  
Knowledge Management ◽  
Design Theory ◽  
Work Practice ◽  
Knowledge Work ◽  
Critical Issue ◽  
Lessons Learned ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Simple Question ◽  
The Relationship

This chapter is motivated by one simple question: Why do so many knowledge management systems (KMS) fail when implemented in organizational knowledge work practice? Indeed, imbalance between the desire for accurate content and the workload required to achieve this still appears to be a critical issue, resulting in KMS of little use for organizational members. Hence, KMS maintenance is an important research subject. With the objective to contribute recommendations for how to integrate KMS with everyday knowledge work, we apply general lessons learned from development of groupware applications as a theoretical lens to analyze empirical experiences of three implemented and evaluated KMS. Theorizing the relationship between the recommendations developed and extant KMS design theory, the chapter offers implications for IS research and practice.

An Informational Perspective Towards Knowledge Work

2011 ◽  
pp. 195-205 ◽  
Author(s):  
Brian Detlor
Keyword(s):  
Knowledge Management ◽  
Information Content ◽  
Knowledge Creation ◽  
Strong Association ◽  
Work Practice ◽  
Knowledge Work ◽  
Organizational Knowledge ◽  
Access To Information

This paper presents an informational orientation towards knowledge work and draws implications of such a perspective on the functionality offered by knowledge management technologies. Discussion ensues on the nature of organizational knowledge and its strong association with information. In light of this discussion, knowledge work is defined as the application of comprehended information and viewed as a set of knowledge creation, distribution, and use processes. Implications are drawn based on this perspective for knowledge management technologies to provide organizational participants with access to information content, the ability to communicate this information with others, and the means by which to utilize this information in work practice. It is argued that by doing so, these technologies can better support organizational knowledge work.

Personal Knowledge Management and Social Media

2013 ◽  
pp. 124-143 ◽  
Author(s):  
Marie-Luise Groß
Keyword(s):  
Social Media ◽  
Knowledge Management ◽  
Personal Development ◽  
Knowledge Workers ◽  
Knowledge Work ◽  
Influential Factors ◽  
Personal Knowledge ◽  
Social Software ◽  
Business Context ◽  
Personal Knowledge Management

Today’s students are tomorrow’s knowledge workers. They will be paid to find innovative solutions to organizations’ most pressing problems. In times of decreasing training budgets and a dynamic job market, employees have to take over responsibility for their own personal development. Social Media and Social Software both on the WWW and organizations intranets offer a myriad of possibilities to employees and managers to be successful knowledge workers in increasingly virtual organizations and to ensure continuous learning. However, social media also puts new challenges on employees. Particularly young people, who – as the Generation Y’ers – are expected to possess extensive social media skills, need to know how they can use social media in a business context to ensure their personal development and be successful in their jobs. In this chapter, the Personal Knowledge Management model is used to discuss influential factors of successful knowledge work and personal development and to outline what students need to learn to be prepared for Enterprise 2.0.

A New Perspective on Knowledge Management Research

2013 ◽  
pp. 193-206
Author(s):  
Sari Metso
Keyword(s):  
Knowledge Management ◽  
Alternative Education ◽  
Work Environment ◽  
Practical Knowledge ◽  
Knowledge Workers ◽  
Knowledge Work ◽  
Large Group ◽  
Knowledge Intensive ◽  
New Perspective

Knowledge management theories emphasize the role of knowledge work and knowledge workers in knowledge-intensive organizations. However, technologization has changed the knowledge work environment. Many knowledge workers create, process, and share simplified information in digitalized networks. This complicates the profession-based definitions of knowledge workers. This chapter contributes to the emerging concern about the future trends of knowledge management. First, the chapter suggests that knowledge management models ignore a large group of professionals possessing practical knowledge. These vocational professionals are considered a new target group for knowledge management. Vocational professionals’ practical knowledge is worth managing since they operate with organizational core functions. Second, this chapter presents an alternative education-based categorization of workers. The different functions of KM are manifest in the three categories: a diminishing group of workers without professional qualifications, a large group of vocational professionals, and a group of workers with higher education.

Mentoring Knowledge Workers

2011 ◽  
pp. 1110-1117
Author(s):  
Ciara Heavin ◽  
Karen Neville
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
21St Century ◽  
Knowledge Workers ◽  
Core Competencies ◽  
Knowledge Work ◽  
Intangible Asset ◽  
Interactive Learning Environment ◽  
Positive Knowledge

In an economic environment where organizations have been forced to take a step back and reevaluate their core competencies and ability to innovate, organizational knowledge has come to the forefront as a valuable strategic asset (Haghirian, 2003). While the concept of knowledge management (KM) is not new, the focus on knowledge management as a strategy has increased in recent times as organizations realize the importance of knowledge as an intangible asset contributing to the enhancement of competitive advantage (Bolloju, 2000). In the 21st century, it is believed that successful companies are those that effectively acquire, create, retain, deploy, and leverage knowledge (Cecez-Kecmanovic, 2000). Knowledge work is the ability to create an understanding of nature, organizations, and processes, and to apply this understanding as a means of generating wealth in the organization (Boland & Tenkasi, 1995). Evidently, the focus on knowledge management as a strategy has become central to organizations (Davenport & Prusak, 1998). Ichijo, Von Krogh, and Nonaka (1998) view knowledge as a resource that is unique and imperfectly imitable, allowing firms to sustain a competitive advantage. Additionally, knowledge management as a formalized organizational strategy is supported; it should not be left unintentional to become unsystematic and random (Ichijo et al.). This article provides an example of knowledge workers and experts collaborating to implement successful training and learning programmes to support knowledge-management activities in their organization. The authors hope that the case discussed will inform researchers of an appropriate model in designing an interactive learning environment that enables a positive knowledge-sharing environment and in turn contributes to the growth of an organization’s memory.

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