Abstract
This research attempted to find and define holistic systems that affect the productivity of the knowledge worker (KW), using the soft systems methodology (SSM). It is not enough to look at the management and improvement of knowledge worker productivity (KWP) from the viewpoint of the organization. The viewpoint of the individual KW needs to be considered as well. The KW owns the means of production; they carry their knowledge in their heads and take it with them when changing jobs. This paper proposes a conceptual framework that describes the process in which the KW uses resources to execute actions to create tangible or intangible artifacts with the intention of generating value. It was based on interpretations and inferences made from an extensive literature review using the snowballing method. This paper highlights what implications the lessons learned from the conceptual framework have on managing and improving KWP and delves deeper into four key concepts: value in knowledge work, knowledge, personal resources, and competencies.
Highlights
Most jobs today are knowledge based or at least have aspects that are dependent on working with knowledge
This research attempted to find and define holistic systems that affect the productivity of the knowledge worker (KW) to increase our understanding of knowledge worker productivity (KWP), so applicable frameworks and methods can be found to manage, measure, and improve it holistically
The objective was to find and define holistic systems that affect the productivity of the KW to increase our understanding of KWP, so applicable frameworks and methods can be found in future research to manage, measure, and improve it holistically
Summary
Most jobs today are knowledge based or at least have aspects that are dependent on working with knowledge. The other faction believes that knowledge cannot be effectively codified, and the solution is to invest in the workers themselves through increased motivation, work engagement, and commitment to the organization Both factions look at the problem of managing and improving KWP from the viewpoint of the organization. If managing and improving KWP is looked at from the viewpoint of the individual knowledge worker, both the problem description and solutions change. Once a purposeful activity model from the viewpoint of the individual has been created, the step, according to the path set by Óskarsdóttir and Oddsson (2017), is to formulate a purposeful activity model of the system owned by the organization After both of these viewpoints have been explored can the situation be debated and actions for improvement identified.
Sign-in/Register to view highlights & summary Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
