From the knowledge worker to the knowledge economy

Abstract

Purpose -The purpose of this paper is to identify recent trends in how the global knowledge workforce is changing and, in particular, organizing, on a massive scale. Knowledge workers have become highly mobile, with a distinctly global orientation. Design/methodology/approach -These new trends are presented within the established four-pillar framework for enterprise transformation. Particular emphasis is placed on the dissolution of traditional organizational boundaries (organization pillar), and creating, on a large scale, living, working and learning environments for attracting, retaining, and growing talent (learning pillar). Supporting infrastructure elements are also addressed (technology pillar). Findings -Attracting, retaining, and growing talent is no longer an issue that can be addressed solely from the viewpoint of a single organization. Knowledge workers are highly mobile, and are tending to be more loyal to their peer communities than to an employer. This requires that organizations look beyond their own boundaries, and work together to create living, working, and learning environments that offer a balanced and fulfilling lifestyle. One way to accomplish this on a large scale is the development of knowledge cities, in which the information and knowledge architecture is at least as important as, and possibly more important than, the physical architecture. Originality/value -In a knowledge economy, the value of human capital far outweighs more traditional, tangible forms, such as plant and equipment. Creating an ideal environment for knowledge workers is a formidable challenge. Yet it is a necessary step in making the transition to the enterprise of the future. The key to success is the understanding that an attractive work environment alone is not sufficient to attract, retain and grow an increasingly global, and mobile, knowledge workforce. A total environment that integrates key elements of living, working, and learning is needed. The four pillars framework will continue to evolve as a tool for designing these environments, especially on a large scale.

Knowledge Transfer and Management Consulting: The Effect of Consultant and Client Characteristics

“…The creation and transfer of knowledge is an increasingly important facet of the modern consultant, as new knowledge helps to challenge and revitalize models of strategy and business (Watson & Hewett, 2006;Chang & Ahn, 2005). This is evident in the increasing interest focused on the knowledge economy (Murray & Greenes, 2007;Murray & Sekella, 2007;Bean & Robinson, 2002;Clarke, 2001), competence management (Drejer, 2000), and knowledge management (Hellstrom et al, 2000, Dunford, 2000. Many firms, especially in knowledge-intensive industries, have applied new management models that support excellence, quality management, knowledge creation, and organizational learning.…”

Compendious reflections on VINE's technology inquiries

“…Therefore, technology must not be deployed for the sake of technology, but should be directed towards specific KM initiative goals that are to satisfy the business objectives. Murray and Greenes (2007) report that technology infrastructure is an enabler and not an end in itself. Technology provides easy access, security and privacy and it is most useful when the architecture facilitates the alignment of technology and the business process.…”

Self-evaluation of knowledge sharing through the lens of social comparison theory

“…The rise of networked computing, popularity of self-media production and demand for active modes of knowledge sharing have afforded a participatory culture (Jenkins, 2014;Liew and Cheetham, 2016), where individuals, knowledge workers, organizations and communities alike increasingly engage in the co-creation of knowledge as producers of information (Carletti, 2016;Murray and Greenes, 2007;van der Hoeven, 2019). In this contemporary participatory culture, individuals may independently contribute to a task creating a synergic collection of focused knowledge (i.e.…”