scholarly journals Motivation for Knowledge Work

2011 ◽  
pp. 657-664 ◽  
Author(s):  
Paul H.J. Hendriks ◽  
Ce´lio A.A. Sousa
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Work Motivation ◽  
Knowledge Workers ◽  
Knowledge Work ◽  
Exact Form ◽  
Work Processes ◽  
Knowledge Processes ◽  
Individual Knowledge

The importance of motivation in knowledge work is generally acknowledged. With lacking motivation, the quality of the products of knowledge work is bound to drop dramatically. Without work motivation, individual knowledge workers may direct their efforts to their individual needs at the expense of organization goals or decide to leave the firm. Creativity, knowledge teamwork, knowledge sharing, and other knowledge processes depend on the motivation of knowledge workers. Lacking sustained motivation in association with an insufficiently knowledge-friendly culture has often been mentioned as the principal culprit for failed knowledge management (KM) initiatives and programs (Davenport, DeLong, & Beers, 1998; McKenzie, Truc, & Winkelen, 2001). Several traits of knowledge workers explain, so it is argued, why prevailing work motivation programs will not work when applied to knowledge workers: they have high needs for autonomy, their career formation is external to the organization, they are loyal to their networks of peers and to their profession rather than to the organization that employs them, and the exact form and sequence of their work processes cannot be fully predicted (Despres & Hiltrop, 1996).

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.

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.

Mentoring Knowledge Workers

2011 ◽  
pp. 1223-1230 ◽  
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.

Mentoring Knowledge Workers

2011 ◽  
pp. 621-626 ◽  
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.

PEER-TO-PEER INFORMATION WORKSPACES IN INFOTOP

2004 ◽  
Vol 14 (01) ◽  
pp. 79-102 ◽  
Author(s):  
RONALD MAIER ◽  
JOHANNES SAMETINGER
Keyword(s):  
Knowledge Workers ◽  
Knowledge Work ◽  
Peer To Peer ◽  
Office Work ◽  
Web Content ◽  
Work Processes ◽  
Knowledge Resources ◽  
Knowledge Processes ◽  
Information And Communication ◽  
Shared Context

Knowledge workers collaborate in teams, networks and communities in order to accomplish knowledge processes. They have to be supported with adequate organizational as well as information and communication technological (ICT) infrastructures. From an ICT perspective, requirements have changed when compared to more traditional (office) work due to the considerably higher complexity of data, the focus on communication across the boundaries of corporate ICT infrastructures and the mobility of knowledge workers. This requires the systematic handling of context and substantially extended functionality for collaboration in the knowledge workers' personal workspaces. In this paper, we outline typical knowledge processes and discuss ICT support for the personal management of information, of web content, of collaboration and of knowledge. We present Infotop, a tool that supports the creation and management of shared-context information workspaces and organizes knowledge resources in a peer-to-peer (p2p) architecture. We show how Infotop can be used to support typical knowledge work processes and discuss its dimensions, its user interface, its shared context workspaces, its architecture, and some thoughts on a prototype implementation currently under development.

Barriers to Knowledge Sharing

2010 ◽  
pp. 49-61 ◽  
Author(s):  
Keith L. Lindsey
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Knowledge Workers ◽  
Organizational Routines ◽  
Organizational Decision Making ◽  
Comprehensive Review ◽  
Fundamental Reason

Barriers to knowledge sharing continue to thwart organizational efforts to identify knowledge, manage its flow, and effectively integrate its use in organizational decision making. These critical organizational tasks transcend departmental boundaries and, taken in whole, could be considered to comprise the fundamental reason for the existence of the organization. Improving the efficiency of knowledge sharing is a highly desirable goal because it offers a promise of compounded returns as the organization works harder and smarter. Knowledge workers have developed a variety of mechanisms and routines to share knowledge, but these are all subject to one or more barriers to knowledge sharing. As knowledge researchers continue to work toward a better understanding of the knowledge sharing process, the fundamental characteristics of the knowledge sharing transaction remains consistent, but the barriers may be transient. This article provides a comprehensive review of the barriers to knowledge sharing that have been identified in the literature and examines the ways that personal barriers have changed since the first edition of The Encyclopedia of Knowledge Management was published. If the barriers to knowledge sharing are indeed found to be transient, then managers may be empowered to develop a set of tools that could be used to lessen the effect of multiple barriers, which could lead to much more efficient organizational routines. In this article, the process of knowledge sharing is examined by framing the knowledge sharing transaction as a form of communication in order to identify and isolate the barriers to that type of communication. Once the barriers are isolated, they can be overcome.

Personal knowledge management and enactment of personal knowledge infrastructures as shadow IT

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Hossein Jarrahi ◽  
Rebecca Reynolds ◽  
Ali Eshraghi
Keyword(s):  
Knowledge Management ◽  
Knowledge Workers ◽  
Organizational Level ◽  
Personal Knowledge ◽  
Content Type ◽  
Organizational Contexts ◽  
Personal Knowledge Management ◽  
Consulting Firms ◽  
Individual Knowledge ◽  
Knowledge Intensive

Purpose Personal knowledge management (KM) lends new emphasis to ways through which individual knowledge workers engage with knowledge in organizational contexts. This paper aims to go beyond an organizational approach to KM to examine key personal KM and knowledge building (KB) practices among adult professionals. Design/methodology/approach This paper presents a summary of the findings from interviews with 58 consultants from 17 managing consulting firms. Participants were selected based on their knowledge-intensive roles and their willingness to share information about their knowledge practices. Data analysis was inductive and revealed multiple personal KM activities common among research participants, and the way these are supported by informal ties and various technologies. Findings This work highlights ways in which “shadow information technology” undergirds personal knowledge infrastructures and supports KM and KB practices in the context of management consulting firms. The results uncover how personal knowledge infrastructures emerge from personal KM and KB practices, and the role of informal social networks as well as social media in supporting personal KM and KB. Research limitations/implications This study contributes an overall conceptual model of factors that help knowledge workers build a personal knowledge infrastructure. By affording an understanding of socially embedded personal KM activities, this work helps organizations create a balance between KM strategies at the organizational level and personal knowledge goals of individual workers. Originality/value Much of the previous research on KM adopts organizational approaches to KM, accentuating how organizations can effectively capture, organize and distribute organizational knowledge (primarily through KM systems).

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).

Designing Organizational Memory for Knowledge Management Support in Collaborative Learning

2011 ◽  
pp. 233-243 ◽  
Author(s):  
Kam Hou Vat
Keyword(s):  
Knowledge Management ◽  
Academic Staff ◽  
Knowledge Work ◽  
Organizational Memory ◽  
Management Support ◽  
University Environment ◽  
Knowledge Domains ◽  
Knowledge Processes ◽  
Meta Modeling ◽  
Training And Research

This chapter investigates the design of organizational memory (OM) which is targeted for knowledge management (KM) support tailored for collaboration among academic staff and students in a university environment. Specifically, we describe our KM initiatives to support organizational learning in terms of the knowledge processes evolving over selected knowledge domains for training and research purpose. The chapter also depicts our ideas on knowledge items regarding their meta-modeling, indexing, and ontological aspects. The overall design of our OM is then discussed in terms of its context for knowledge work. The paper concludes by re-iterating the challenges in knowledge sharing and depositing into the OM for its continuous growth and utilization.

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.

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