Distributed cognition and IT support for knowledge work in breakdowns : match or mismatch?

Knowledge is instrumental in organisational problem solving and is embedded in organisational processes and routines. We explore the application of IT in breakdowns (forms of interruptions from normal organisational work routines) and illustrate the application of distributed cognition theory (DCT) as a useful lens to explain the exchange of knowledge in breakdowns. DCT also allows for a rich analysis of the role that information technology (IT) can play to foster knowledge exchange in breakdown situations. We use two cases to illustrate that DCT is useful in identifying the matches and mismatches in IT support for exchanging knowledge in breakdowns.

Collaborative knowledge creation in electronic mail

With organisational work increasingly performed by the collaboration of distributed groups, an improved understanding is needed of the co-creation of knowledge in emerging virtual structures. We explore the potential of the ubiquitous organisational tool, electronic mail (e-mail), for supporting collaborative knowledge creation in such settings. This research draws on a case study of knowledge creation occurring in e-mail conversations in a large Australian university and adopts a discourse analysis research approach. We describe a model of collaborative knowledge creation derived from the study and identify a preliminary set of key factors for organisational knowledge tools and their use by groups to support collaborative knowledge creation. The paper also provides insights into the role of e-mail in collaborative knowledge creation, not only in facilitating this process, but in shaping a participatory, multi-perspective, team-based approach to knowledge building. Organisational implications arising from this type of knowledge creation are also discussed in the paper.

The impact of work settings on organisational performance measures in built facilities

A current facilities management discourse seeks to discover how the built environment promotes or retards organisational change. However, whether or not significant change arises at all is yet to be definitively established. Hence, a contribution to the school of thought in this direction is considered important. This research investigated organisational performance relative to innovative work settings. The aim of the study was to determine whether organisational performance and, hence, change are indeed brought about by innovative work settings. A sample of 102 work settings was studied, and several null hypotheses on innovative work settings and organisational performance were tested using the Kruskal-Wallis H test. Although subtle shifts were observed in the aspects of organisational performance that seem predicated on innovative work settings, to some extent the proposition that the physical properties and design of the workplace can influence organisational performance was validated.

Teachers' work hours, work-family conflict and health: the mediating effects of perceived control and organisational support

Teachers are among those working longer hours more than ever before. the implications of these long hours on teachers' health, through work-family conflict, control over hours worked and organisational support were investigated. 120 teachers, of whom 91 (59.3% female) reported
working in excess of 37 1/2 hours in the week prior, participated in the study. Long hours, work-family conflict, control and organisational support, explained 69% of the variance in health. There was no direct effect of long worked hours on health however long hours did have a direct impact on work-family conflict, organisational support, and control and, through
these, teachers' health. Work-family conflict exerted a direct negative impact on health. These findings are discussed in individual and organisational tenns.

The role of informal groups in organisational knowledge work : understanding an emerging community of practice

Managers and researchers alike have sought new ways to address the challenges of sharing dispersed knowledge in modern business environments. Careful consideration by sharers of receivers’ knowledge needs and behaviours may improve the effectiveness of knowledge sharing. This research examines how sharers react to their perceptions of receivers’ knowledge needs and behaviours when making choices relating to sharing knowledge. The focus of this article is to propose and empirically explore a theoretical framework for a study of the role of the receiver in knowledge sharing — receiver-based theory. Data collected from two case studies highlight a key role played by perceived receiver knowledge needs and behaviours in shaping sharer choices when explicit knowledge is shared. A set of receiver influences on knowledge sharing is provided that highlights key receiver and sharer issues. The paper concludes that companies should develop better ways to connect potential sharers with receivers’ real knowledge needs. Further, the findings suggest that sharing on a need-to-know basis hinders change in organisational power structures, and prevents the integration of isolated pockets of knowledge that may yield new value.

Community of Practice: Aligning Knowledge Work with Organisational Knowledge Strategy

"This book combines research on the cultural, technical, organizational, and human issues surrounding the creation, capture, transfer, and use of knowledge in today's organizations. Topics such as organizational memory, knowledge management in enterprises, enablers and inhibitors of knowledge sharing and transfer, and emerging technologies of knowledge management, offering information to practitioners and scholars in a variety of settings"--Provided by publisher.

New work ethics? The corporate athlete's back end index and organisational performance

Drawing on Michel Foucault’s later genealogies of the Self the paper will illustrate particular dimensions of the increasingly powerful individualizing and normalizing processes shaping the lifeworlds of worker-citizens in a globalizing risk society. Processes that require those who wish to be positively identified as professional, entrepreneurial, resilient, effective, athletic to do particular sorts of work on themselves. Here the paper argues that we can identify the emergence of what we call New Work Ethics. We illustrate this more general argument via an analysis of the ways in which a large Information Technology (IT) organization seeks to produce—via a workplace health and fitness program—employees who imagine themselves as embodying the behaviours and dispositions that mark the person as a corporate athlete. Knowledge of the Self in these terms can, it is promised, enhance the performance of the Self, and the organization.

A note on work-related values, budget emphasis and managers’ organisational commitment

Managers’ work-related values (WRVs) have important implications for designing appropriate management accounting systems (MAS) in organisations. This paper examines the effect of the interaction between managers’ WRV for innovation and budget emphasis (an integral part of MAS) on their organisational commitment. The sample consisted of 109 managers from production, marketing and support departments within Australian manufacturing firms. Hypotheses were tested using both quantitative and qualitative data collected by a questionnaire survey and post-survey interviews. The results indicate that the adoption of low budget emphasis led to high organisational commitment when managers’ WRV for innovation was high, but not when managers’ WRV for innovation was low. The results also indicate that marketing managers held higher WRV for innovation than production managers. The post-survey interviews provide further insight into how a more customer- and competitor-focused subculture of marketing managers and a more technical- and efficiency-focused subculture of production managers may promote the difference in their WRV for innovation, and affect their attitudes towards budget emphasis. The findings of the study have implications for design of performance evaluation systems for managers in functionally differentiated organisations.

Factors that predict work ability : incorporating a measure of organisational values towards ageing

This research conducted in an Australian public sector organisation aimed to identify the main factors that predict work ability for employees. According to Ilmarinen's (1999) model of work ability, an individual's work ability is influenced by their general health, attitudes, values and motivation interacting with workplace and other environmental demands. However what is unknown is the influence of value incongruence (i.e. the lack of fit between individual and organisational values), particularly when that incongruence results in age discrimination. This is important in an Australian context where youth and symbols of youth are over-valued in business environments and where older workers themselves perceive age discrimination as the single most important cause of early exit from the labour force.

109 participants completed a survey about work ability. Differences between work ability and health were not found between older and younger workers suggesting that strategies for improving work ability could be targeted at all employees rather than just older employees. However there were significant differences found between older and younger workers on reasons that would influence employees to stay longer in the organisation. Older workers tended to be more influenced by the provision of less demanding work, and positive attitudes towards older workers. Younger workers tended to be more influenced by opportunities to be employed in another section of the organisation, skills training opportunities and career advancement opportunities.

Results from hierarchical regression analyses suggested that good physical and mental health, and low occupational stress related to workplace culture were significant predictors of increased work ability. Results also suggested that occupational stress is likely to decrease with: high work ability and work satisfaction; and high value congruence. Implications for wellbeing programs to include the development of targeted organisational values are discussed.