Managing knowledge work and innovation:
Gespeichert in:
| Vorheriger Titel: | Managing knowledge work |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Basingstoke [u.a.]
Palgrave
2009
|
| Ausgabe: | 2. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | X, 277 S. graph. Darst. |
| ISBN: | 9780230522015 |
Internformat
MARC
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Datensatz im Suchindex
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|---|---|
| adam_text | Titel: Managing knowledge work and innovation
Autor: Newell, Susan
Jahr: 2009
CONTENTS
List of Tables and Figures ix
1. Introducing Knowledge Work: Processes,
Purposes and Contexts 1
Introduction 2
What Is Knowledge? 3
Structural Perspectives and Types of
Knowledge 7
Process and Practice Perspectives:
Knowledge and Knowing 14
Perspectives Compared 17
Scientific Management as Knowledge
Management 18
Managing Knowledge in the Information Age1 21
What Is Knowledge Work? 24
Conclusions 25
2. Knowledge-Intensive Firms 28
Introduction 29
Types ot Knowledge-Intensive Firm 29
The Distinctive Characteristics of Knowledge
Work and Knowledge Workers 32
Facilitating Knowledge Work - Organizing
as an Adhocracy 35
Structural Constraints on Knowledge Work 38
Cultural Conditions in Support of
Knowledge Work 40
Conclusions 45
Case Study 2.1: Scienceco Managing an F.xpert Workforce 46
Questions 53
Summary of Key Learning Points 53
n CONTENTS
5. New Organizational Forms that Support
Knowledge Work: The Role of ICT |4
Introduction
The Relationship Between Technology and Organization - °
Human Agency and the Social Construction of Technology 57
Institutional Pressures and the Material Properties
of Technology
Teleworking
New Organizational Forms and ICTs
Facilitating Organizational Change Using ICT °°
New Organizational Forms and Knowledge Loss 6°
Conclusions
Case Study 3.1: Uni University and its New ERP System 1
Questions
Summary of Key Learning Points
4. Managing Knowledge Creation in Teams
Introduction
The Importance of Collaboration in the
Knowledge Creation Process
Team-Work and Social and Intellectual Capital
Creating Synergy Within Teams
Problems of Team and Project Work
Advantages and Disadvantages of Team-Work for
Effective Knowledge Sharing and Knowledge Creation *
Collaboration and Integration Mechanisms
The Importance of Trust in Collaborative Work
Definitions of Trust
Conclusions 97
Case Study 4.1: Research Team ^8
Questions 1^
Summary of Key Learning Points 1^
5. Project-Based Organizations and Knowledge Work 10^
Introduction 106
Teams Versus Projects 106
Learning Boundaries Versus Knowledge Boundaries 108
Sharing Knowledge Across Projects 1 * °
Different Types of Project Context 113
Complex Project Contexts 114
Radical Innovation and High Project Interactivity 11^
Problems Encountered in Complex Project Contexts 117
Conclusion 118
Case Study 5.1: Theragnostic and Skin Cases 12°
CONTENTS vii
Questions 123
Summary of Key Learning Points 123
6. Human Resource Management and Knowledge Work 124
Introduction 125
Challenges for HRM 126
Existing HRM Approaches to Knowledge Work 132
Conclusions 138
Case Study 6.1: Buckman Labs 139
Questions 143
Summary of Key Learning Points 143
7. Knowledge Management Systems 144
Introduction 145
The Historical Roots of Current Enterprise Systems 146
Enterprise Systems and the Spread of Best Practice
Knowledge 147
The Fallacy of Best Practice Knowledge 149
The Possession View and Knowledge
Management Systems as Repository 15 1
The Practice View and Knowledge
Management Systems as Networking 1S5
Conclusions 158
Case Study 7.1: International Consultancy Company (ICC) 159
Questions 163
Summary of Key Learning Points 163
8. The Role of Social Networks and Boundary-Spanners 164
Introduction 165
Networks as Channels 166
Networks as Communities 168
Case Study 8.1: KIN Research Study of Managed Communities 175
Conclusions 177
Case Study 8.2: Midlands Hospital (NHS Trust) 179
Questions 181
Summary of Key Learning Points 181
9. Managing Knowledge for Innovation 182
Introduction 183
The Importance of Managing Knowledge
Work for Innovation 184
What Is Innovation? 188
Traditional Mews - Innovation as a Linear Process 192
Process Views - Innovation as an Interactive Process 194
viii CONTENTS
Networked Innovation 198
Open Innovation 206
Practice Perspectives on Innovation 208
Innovating Across Institutional Contexts 213
Conclusions 214
Summary of Key Learning Points 215
Group Exercise: Innovation at Oakland
Furniture - A Role-Play 216
Questions 218
Appendix 9.1: Innovation at Oakland Furniture -
The Role Players 219
10. Conclusions: Understanding the Relationships
Between Knowledge Purposes, Knowledge
Processes and Enabling Context 229
Introduction 230
Strategic Knowledge Purposes 231
Knowledge Processes and Enabling Context 233
The Importance of the Wider Social
Context for Managing Knowledge Work 242
Conclusions 242
Case Study 10.1: BIOTECH - The Development of a Radical
New Therapeutic for an Acute Inflammatory Disease 244
Questions 252
Summary of Key Learning Points 252
References 253
Index 268
LIST OF TABLES AND
FIGURES
Tables
1.1 Perspectives on knowledge work compared 18
1.2 Mode 1 and Mode 2 knowledge production 22
1.3 Core concepts 25
2.1 Types of knowledge-intensive firm 30
2.2 The bureaucracy and the adhocracy compared 36
2.3 Organizing templates that characterize
high-tech knowledge-intensive firms 37
4.1 Summary of the advantages and disadvantages
of collaborative work 92
6.1 The challenges posed by knowledge
work for HRM policy 130
8.1 Contrasting views of social networks 169
9.1 Service innovations and challenges for
managing knowledge work 191
Figures
1.1 A knowledge Hierarchy (e.g. Ackoff, 1989) 3
1.2 The SHCI model (after Nonaka, 1994) 8
1.3 Forms of knowledge - Spender s framework 10
1.4 Organizations and types of knowledge (after Blackler, 1995 ) 11
4.1 Framework for managing knowledge across boundaries 84
5.1 Learning and knowledge boundaries 109
5.2 Complex project contexts 115
9.1 The purpose or innovation 190
9.2 The linear view of the innovation process 192
9.3 A processual view of innovation
(e.g. after Clark et al., 1992) 196
9.4 Dynamics of networked innovation (after Swan and
Scarbrough, 2005) 206
9.5 Ail opening innovation system 208
LIST OF TABLES AND FIGURES
9.6 Example boundary object 212
10.1 Purposes and process involved in managing knowledge 231
10.2 The most important aspects of the enabling context
supporting the four major knowledge processes 241
10.3 The new drug development process: Steps
from test tube to new drug application review
(Adapted from Centre for Drug Evaluation and
Research (CDER) Handbook) 245
|
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| isbn | 9780230522015 |
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| title | Managing knowledge work and innovation |
| title_auth | Managing knowledge work and innovation |
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| title_fullStr | Managing knowledge work and innovation Sue Newell ... |
| title_full_unstemmed | Managing knowledge work and innovation Sue Newell ... |
| title_old | Managing knowledge work |
| title_short | Managing knowledge work and innovation |
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