Tie and Network Correlates of Individual Performance in Knowledge-Intensive Work

2004 ◽  
Vol 47 (6) ◽  
pp. 928-937 ◽  
Author(s):  
Rob Cross ◽  
Jonathon N. Cummings
Keyword(s):  
Individual Performance ◽  
Knowledge Intensive ◽  
Intensive Work

Multiple Team Membership and Individual Performance in Knowledge-Intensive Work

2016 ◽  
Vol 2016 (1) ◽  
pp. 10488
Author(s):  
Hendrik Johan van de Brake ◽  
Frank Walter ◽  
Floor Rink ◽  
Peter Essens ◽  
Gerben van der Vegt
Keyword(s):  
Individual Performance ◽  
Knowledge Intensive ◽  
Intensive Work ◽  
Multiple Team Membership

Introduction

2003 ◽  
Author(s):  
Rob Cross ◽  
Andrew Parker
Keyword(s):  
New Product Development ◽  
Flexible Structures ◽  
Knowledge Work ◽  
Informal Networks ◽  
Work Processes ◽  
Knowledge Intensive ◽  
Management Advice ◽  
Intensive Work ◽  
Work Done ◽  
Second Wave

Spend some time in most any organization today and you are sure to hear of the importance of networks, in one form or another, for getting work done. In this age of increasingly organic, flat, and flexible structures, many managers and scholars are using networks as a central organizing metaphor for twenty-first-century firms (e.g., Dimagio, 2001; Nohria & Ghoshal, 1997). In large part, this focus seems a product of two trends. First, over the past decade or so initiatives such as de-layering, TQM, reengineering, team-based structures, and outsourcing, to name a few, have been undertaken to promote organizational flexibility and efficiency (Hirschhorn & Gilmore, 1992; Hammer & Champy, 1993; Mohrman, Cohen, & Mohrman, 1995; Kerr & Ulrich, 1995). One outcome of these restructuring efforts is that information flow and work increasingly occur through informal networks of relationships rather than through channels tightly prescribed by formal reporting structures or detailed work processes. Along with the drive to more organic structures in organizations we have also seen a rise in the prevalence and value of knowledge-intensive work (Quinn, 1992; Drucker, 1993). Early initiatives to support knowledge workers focused heavily on databases and organizational processes to ensure the capture and sharing of lessons and reusable work products (e.g., Stewart, 1997; O’Dell & Grayson, 1998; Ruggles, 1998; Davenport, Delong, & Beers, 1998). However, these investments rarely, if ever, had the intended impact on the effectiveness and efficiency of knowledge work. As a result, a “second wave” of knowledge-management advice is coming forth that pays a great deal more attention to knowledge embedded within employees and relationships in organizations (e.g., Brown & Duguid, 2000; Cross & Baird, 2000; Dixon, 2000; Von Krogh et al., 2000; Cohen & Prusak, 2001). Among other things, this work has illustrated the importance of trust and informal networks for knowledge creation and sharing within organizations. We suggest that in today’s de-layered, knowledge-intensive settings, most work of importance is heavily reliant on informal networks of employees within organizations. For example, networks sitting across core work processes, weaving together new product development initiatives or integrating strategic initiatives such as alliances or mergers can be critical to organizational effectiveness.

Knowledge Management

2009 ◽  
pp. 552-561 ◽  
Author(s):  
Dariusz Jemielniak ◽  
Jerzy Kociatkiewicz
Keyword(s):  
Knowledge Management ◽  
Research Area ◽  
Contemporary Society ◽  
Identity Creation ◽  
Management Literature ◽  
History Of ◽  
Knowledge Intensive ◽  
Intensive Work ◽  
Current Business

Knowledge management and knowledge-intensive work are two of today’s hot buzzwords, though both already have a history of managerial usage. While some authors claim that knowledge is the most important organizational asset in contemporary society, others retort that much of knowledge management literature and practical solutions are just perfunctory and propagandist and many, if not most, managerial polices rely on manipulation of emotions and identity creation. This chapter aims to capitalize on this fascinating and timely research area. We want to present the current business fad of knowledge-management in terms of excess and forgetful repetition of ideas. We look at knowledge management as an idea of highly suspect utility, and search for explanations for and possible counterbalances to its ubiquity.

On Knowledge Management

2000 ◽  
pp. 170-199 ◽  
Author(s):  
Peter H. Carstensen ◽  
Ulrika Snis
Keyword(s):  
Knowledge Management ◽  
Global Economy ◽  
Collaborative Work ◽  
Work Processes ◽  
Work Settings ◽  
Management Processes ◽  
Knowledge Intensive ◽  
Set Up ◽  
Intensive Work ◽  
Knowledge Management Processes

It is widely acknowledged that knowledge is one of the most important assets of today’s organizations. According to Davenport and Prusak (1998), knowledge is often a company’s greatest competitive advantage in a global economy. How to support the company’s knowledge-intensive work processes (e.g., quality support, product design or strategic planning) is therefore becoming a vital issue in many organizations worldwide. Identification, analysis and characterization of the knowledge-intensive work processes become essential in order to qualify a discussion of how to support knowledge management processes. This chapter presents, discusses and reflects upon findings from a study of how highly skilled actors manage information and knowledge, i.e., how information is gathered from a wide range of sources, structured according to needs and relevance for the users, and disseminated to the relevant suppliers in the organization. The aim of the chapter is two-folded: first, to contribute to the general empirical body of knowledge about knowledge-intensive work, especially focusing on the central characteristics of the knowledge management processes; secondly, to initiate a discussion of which overall requirements we must set up for how knowledge management processes could be supported by means of information and communication technology. Knowledge-intensive work processes often concern collaborative problem-solving and mutual support that require effective ways of handling information and knowledge between different people, both in short-term and long-term situations. The distributed and dynamic nature of knowledge management work also imposes a high degree of complexity involving many different actors with different conceptualizations, interpretations, perspectives, needs, etc. of the knowledge produced and approached. The various actors have different perspectives on the concept of knowledge. The work needed to articulate knowledge and make information and knowledge accessible becomes extremely demanding and complex. Often face-to-face interaction is required. However, in complex and collaborative work settings the problem of articulating knowledge by rich interaction and communication is obvious. The actors are distributed both geographically and temporally. There is a need for computer-based mechanisms for interaction and coordination of information and knowledge (cf. e.g., Carstensen and Wulf, 1998).

Partizipation und Belastung von Unternehmensberatern - Empirische Befunde zu den Risiken und Nebenwirkungen „wissensintensiver“ Arbeit / Participation and strain of consultants – empirical findings about risks and side effects of knowledge-intensive work forms

Arbeit ◽  
2011 ◽  
Vol 20 (2) ◽  
Author(s):  
Frank Striewe ◽  
Markus G. Schwering
Keyword(s):  
Side Effects ◽  
Knowledge Intensive ◽  
Intensive Work

AbstractDie Nutzung des Wissens und die Aktivierung des Lernpotenzials von Beschäftigten gelten als Schlüssel zur Sicherung dauerhafter Wettbewerbsvorteile von Unternehmen. Vor diesem Hintergrund rücken partizipative Gestaltungsüberlegungen stärker in den Mittelpunkt arbeitswissenschaftlicher Untersuchungen. Gilt aus arbeitspsychologischer Sicht die Selbstregulation der Arbeit seit langem als Kernelement einer persönlichkeitsförderlichen und humanen Arbeitsgestaltung, deuten inzwischen empirische Befunde auf eine Reihe von Problemen hin, die für die Beschäftigten in wissensintensiven Arbeitsformen mit einem hohen Partizipationsgrad einhergehen. In diesem Beitrag wird der Zusammenhang von Partizipation und Belastung am Beispiel von Beschäftigten in Beratungsunternehmen empirisch untersucht.

Supporting knowledge-intensive work in public administration processes

2003 ◽  
Vol 10 (3) ◽  
pp. 164-174 ◽  
Author(s):  
Giorgos Papavassiliou ◽  
Spyridon Ntioudis ◽  
Andreas Abecker ◽  
Gregoris Mentzas
Keyword(s):  
Public Administration ◽  
Knowledge Intensive ◽  
Intensive Work
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