Assumptions to the model of managing knowledge workers in modern organizations

Abstract

Summary Changes in the twenty-first century are faster, suddenly appear, not always desirable for the smooth functioning of the company. This is the domain of globalization, in which new events - opportunities or threats, forcing the company all the time to act. More and more things depend on the intangible assets of the undertaking, its strategic potential. Certain types of work require more knowledge, experience and independent thinking, and custom than others. Therefore in this article the author has taken up the subject of knowledge workers in contemporary organizations. The aim of the study is to attempt to create assumptions about the knowledge management model in these organizations, based on literature analysis and empirical research. In this regard, the author describes the contemporary conditions of employee management and the skills and competences of knowledge workers. In addition, he conducted research (2016) in 100 medium enterprises in the province of Pomerania, using a tool in the form of a questionnaire and an interview. Already at the beginning of the analysis of the data collected, it turned out that for all employers it should be important to discern differences in the creation of a new category of managers who have knowledge useful for the functioning of the company. Moreover, with the experience gained in a similar research process previously carried out in companies from the Baltic Sea Region, the author knew about the positive influence of these people on creating new solutions or improving the quality of already existing products or services.

The Influence of Organizational Identity on Knowledge Employees’ Job Performance—The Mediating Role of Work Values

“…Knowledge employees' high creative ability and strong self-actualization tendency make them prefer high organizational recognition and high achievement. Compared with non-knowledge employees, they have stronger ability and more employment opportunities [31] . As a result, the motivation and realistic possibility of high performance are also more prominent for knowledge employees with high organizational identity [7] .…”

From knowledge workers to knowmads: skills, roles and attributes – A literature review

“…According to Thomas Davenport and Laurence Prusak, "knowledge is the most sought-after remedy to uncertainty" (Davenport & Prusak, 2000, p. 25). At organizational level, according to Igielski, the main challenge companies today is to register relevant achievements for the growing globalization (Igielski, 2017). Key conditions identified by the author in this respect are the integration of entrepreneurial employees within the organization and the achievement of high credibility on the market.…”

“…Key conditions identified by the author in this respect are the integration of entrepreneurial employees within the organization and the achievement of high credibility on the market. In other words, they must invest a lot of attention inon partnerships, with both external and internal clientele (Igielski, 2017). By internal partnerships, the author emphasizes the attention that the new knowledge workers must receive from the managers, as they hold the right assets for the global knowledge economy.…”

Impact of Age Management on Sustainability in Czech Organisations

“…One of the objectives of knowledge management should be to achieve its long-term sustainability and continuity. This is achieved primarily through the systematic planning and implementation of the succession of its knowledge employees [43,44]. This is associated with another condition that should be achieved, namely, the ability of internal flexibility and external adaptability to changes in the environment [35].…”