Work and Knowledge

2011 ◽  
pp. 1556-1566
Author(s):  
Tom Butler ◽  
Ciaran Murphy
Keyword(s):  
Business Processes ◽  
Knowledge Work ◽  
Raw Material ◽  
Subjective Knowledge ◽  
Social Actors ◽  
Main Form ◽  
Industrial Organizations ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive ◽  
Post Industrial

It is widely believed that knowledge work is a relatively new phenomenon and that it constitutes the main form of activity in post-industrial organizations. While the term remains undefined, knowledge work is taken to refer to the knowledge that individuals apply in performing role-related business activities in “knowledge-intensive” organizations. In this scheme of things, the conventional wisdom holds that the subjective knowledge of individual social actors is applied to “objectified” organizational knowledge (i.e., data held in various paper and electronic repositories) as the raw material of the production process. Thus, knowledge is considered to be both an input to, and an output of, business processes: It also is argued to underpin the process by which knowledge inputs are transformed to outputs.

Work and Knowledge

2011 ◽  
pp. 884-891
Author(s):  
Tom Butler ◽  
Ciaran Murphy
Keyword(s):  
Business Processes ◽  
Knowledge Work ◽  
Raw Material ◽  
Subjective Knowledge ◽  
Social Actors ◽  
Main Form ◽  
Industrial Organizations ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive ◽  
Post Industrial

It is widely believed that knowledge work is a relatively new phenomenon and that it constitutes the main form of activity in post-industrial organizations. While the term remains undefined, knowledge work is taken to refer to the knowledge that individuals apply in performing role-related business activities in “knowledge-intensive” organizations. In this scheme of things, the conventional wisdom holds that the subjective knowledge of individual social actors is applied to “objectified” organizational knowledge (i.e., data held in various paper and electronic repositories) as the raw material of the production process. Thus, knowledge is considered to be both an input to, and an output of, business processes: It also is argued to underpin the process by which knowledge inputs are transformed to outputs.

Work and Knowledge

2011 ◽  
pp. 2798-2807
Author(s):  
Tom Butler ◽  
Ciaran Murphy
Keyword(s):  
Business Processes ◽  
Knowledge Work ◽  
Raw Material ◽  
Subjective Knowledge ◽  
Social Actors ◽  
Main Form ◽  
Industrial Organizations ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive ◽  
Post Industrial

It is widely believed that knowledge work is a relatively new phenomenon and that it constitutes the main form of activity in post-industrial organizations. While the term remains undefined, knowledge work is taken to refer to the knowledge that individuals apply in performing role-related business activities in “knowledge-intensive” organizations. In this scheme of things, the conventional wisdom holds that the subjective knowledge of individual social actors is applied to “objectified” organizational knowledge (i.e., data held in various paper and electronic repositories) as the raw material of the production process. Thus, knowledge is considered to be both an input to, and an output of, business processes: It also is argued to underpin the process by which knowledge inputs are transformed to outputs.

A Context-Based Approach for Supporting Knowledge Work with Semantic Portals

2009 ◽  
pp. 231-253
Author(s):  
Thomas Hädrich ◽  
Torsten Priebe
Keyword(s):  
Knowledge Management ◽  
Business Processes ◽  
Knowledge Work ◽  
Semantic Web Technologies ◽  
Semantic Level ◽  
Starting Point ◽  
Knowledge Intensive ◽  
Communication Needs ◽  
High Level ◽  
High Degree

Knowledge work can be characterized by a high degree of variety and exceptions, strong communication needs, weakly structured processes, networks and communities, and as requiring a high level of skill and expertise as well as a number of specific practices. Process-oriented knowledge management suggests to focus on enhancing efficiency of knowledge work in the context of business processes. Portals are an enabling technology for knowledge management by providing users with a consolidated, personalized interface that allows accessing various types of structured and unstructured information. However, the design of portals still needs concepts and frameworks to guide their alignment with the context of persons consigned with knowledge-intensive tasks. In this context the concept of knowledge stance is a promising starting point. This paper discusses how knowledge stances can be applied and detailed to model knowledge work and support to support it with semantic context-based portals. We present the results from implementing a portal prototype that deploys Semantic Web technologies to integrate various information sources and applications on a semantic level and discuss extensions to this portal for the support of knowledge stances.

scholarly journals Knowledge Management Infrastructure Framework for Enhancing Knowledge-Intensive Business Processes

2021 ◽  
Vol 13 (20) ◽  
pp. 11387
Author(s):  
Itzhak Aviv ◽  
Irit Hadar ◽  
Meira Levy
Keyword(s):  
Knowledge Management ◽  
Business Processes ◽  
Business Outcomes ◽  
Grounded Theory Research ◽  
Operational Flow ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive ◽  
Essential Contribution ◽  
Theory Research

In this age of digital transformation, knowledge-intensive organizations strive to improve business outcomes and sustainability by improving their knowledge-intensive business processes (KIBPs) to obtain a competitive advantage. Many researchers have claimed that KIBP enhancement is possible through knowledge management (KM) initiatives supported by an effective KM infrastructure. Current KM infrastructures deal with formal KM procedures, where knowledge is created, stored, assimilated, and disseminated. Such activities, however, are designed to be performed outside of the business process. KM infrastructures are expected to be more effective when they include specific real-time knowledge procedures integrated into the operational flow of KIBPs. This paper explores how modern KM infrastructures can support KIBPs, considering both formal and operational KM procedures. Our study’s essential contribution is the conceptual KM infrastructure framework (KMIF) developed based on grounded theory research. This infrastructure provides a systematic and robust approach, starting from the ground up, for structuring organizational knowledge assets across a range of KIBP environments. We define operational knowledge procedures directly involved in KIBPs, adding a layer to KM infrastructures beyond the formal knowledge procedures. A mixed-method case study was conducted to demonstrate and evaluate the proposed KMIF for enhancing business outcomes and sustainability of knowledge-intensive organizations.

New Media and Knowledge Work

2009 ◽  
pp. 495-511
Author(s):  
Alexander Styhre
Keyword(s):  
New Media ◽  
Knowledge Work ◽  
Organized Activities ◽  
Life World ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive

This chapter discusses the use of media in knowledge-intensive organizations. Media is defined here as the integration of technologies, practices, and institutions serving to record, inscribe and circulate speech, writing, and images. The presence of media in organized activities remains relatively unexplored, even though various media “enframe” the life-world of the organization. New media do not only constitute assemblages of integrated technologies and tools (e.g. the telephone, the computer, pens and pencils) which are used en route in day-to-day work, they also gradually break down the line of demarcation between inside and outside, between embodied and technological matter.

scholarly journals Digital Transformation of Forest Services in Finland—A Case Study for Improving Business Processes

Forests ◽  
2021 ◽  
Vol 12 (6) ◽  
pp. 781
Author(s):  
Ville Kankaanhuhta ◽  
Tuula Packalen ◽  
Kari Väätäinen
Keyword(s):  
Business Processes ◽  
Innovation Process ◽  
Single Type ◽  
Stand Management ◽  
Young Stand ◽  
Commercial Viability ◽  
Soil Preparation ◽  
Knowledge Intensive ◽  
Agile Software

This case study introduces an innovation and development concept for agile software tools for the improvement of the productivity and customer experience of forest services. This need was recognized in the context of the opening of forest data and the development of service platforms for a forest-based bioeconomy in Finland. The forest services that were studied covered a continuum from a single type of work, e.g., soil preparation and young stand management through timber procurement, to comprehensive forest property management services. The study concentrated on the needs of micro-, small, and medium-sized enterprises (SMEs), which provide either retail- or business to business (B2B) services as sub-contractors. In addition, the challenges and bottlenecks in service processes detected by other stakeholders were considered. The prevailing service processes were conceptually modelled in order to search for opportunities for improvements in business and ecosystem services, i.e., agile software concepts. For example, we examined whether it would be possible to create opportunities for flexible operational models for precision, resilience, and protection of valuable microsites in forests. These software concepts were developed and evaluated in co-operation with the stakeholders in a co-creative workshop. The technological feasibility and commercial viability of the concepts, as well as the desirability for the customer were considered. The results of this business development process—i.e., agile software concepts and their anticipated benefits—were provided for further evaluation. In addition to the practical implications of this kind of innovation process tested, the potential of these kinds of agile tools for the further development of knowledge-intensive service processes was further discussed.

Working Time on Mars

KronoScope ◽  
2009 ◽  
Vol 8 (2) ◽  
pp. 159-178 ◽  
Author(s):  
Zara Mirmalek
Keyword(s):  
Natural Phenomenon ◽  
Clock Time ◽  
Effective Work ◽  
Work Support ◽  
Organizational Infrastructure ◽  
Industrial Organizations ◽  
Time Work ◽  
Standard Clock ◽  
Temporal Rhythm ◽  
Post Industrial

AbstractThe constancy of clock time as an effective work support technology has made it almost impossible to imagine a modern organization where time, specifically standard clock time, is not a component of the organizational infrastructure. Demonstrating the degree to which clock time has become embedded within the organizational sphere are the ways in which clock time operates as though it were a natural phenomenon, rather than a human-built technology (Adam, 1990; Anderson, 1964; Bluedorn, 2002; de Grazia, 1964; Zerubavel, 1981). The naturalization of clock time within organizations is evidenced by the reified assumption technology of clock time is fixed and cannot be modified to support contextually based temporal rhythms of work. The opportunity to challenge particular notions about the relationship between time and work is found in the organization of NASA's Mars Exploration Rovers mission (MER). In addition to standard clock time, the MER mission employed an extra-terrestrial version of standard clock time, known as “Mars time,” to track the presence and absence of sunlight on Mars. Drawing on empirical data, I foreground the inadequacies of the time support technologies that led me to question the use of standard clock time as a way of ordering the experience of time on Mars. I argue that the naturalization of clock time within post-industrial organizations contributed to this occasion in which the scientific exploration of Mars was conducted according to an agrarian era temporal rhythm but for which work support was organized around an industrial era time/work relationship.

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