An Introduction To Knowledge Workers Management Essay

Knowledge is a resource with significant influence on organizational productivity and competitive advantage.  According to Hacker et al (2017) its’ effective management requires an understanding of the roles and actions of knowledge workers. Based on Spender’s (1996) description of knowledge as “a process or a competent goal-oriented activity rather than as an observable and transferable resource”, Reinhardt et al (2011) examined the topology of the various actions’ knowledge worker’s undertook in constructing, imparting, and processing knowledge. This culminated in categorizing and analyzing ten roles.

These actions according to Geisler.(2007), either generate, transform, or use knowledge. Motivated by immediate benefit, generators assemble, and store knowledge. Transformers are organisation focussed and formulate the knowledge for sharing and transferring to others often in the form of debriefings, audits, reports, statements.  Finally, as users are both self and collective driven, they engage with and apply knowledge using the processes of transfer and diffusion. According to Witherspoon et al (2013), quality sharing and transfer is essential to organisational success.  Prusak & Davenport (1998) differentiates transfer from sharing in that for transfer to occur, it must not only be shared, but also understood and used. Geisler (2017) states transference can lead to real success when knowledge becomes an integral part of organisational cultural.

The contribution each of the roles devised by Reinhardt (2011) makes to an organization success can be analyzed using this information.  For instance, the ‘helper’ largely analyzes problems which are referred to them.  This is achieved by gathering and analyzing all pertinent information, then disseminating and providing feedback on the findings. Whilst Helpers often interact with others in gaining or supplying information, it is generally transactional not collaborative and is sharing, not transferring.  A more collaborative approach to ‘helping’ with action planning for implementation could see it rise to transference level.

Similarly, Learners often work alone to source, analyze and interpret desired knowledge to improve personal skills and competence. As collaborative sharing and  dissemination are less important in the role of a learner, sharing and transference into the organization is limited.

When in the role of a Linker, people work on their own as with colleagues to as they seek to make meaning and connections between various sources of information.  To achieve this they may research, network, analyze, organize and generate new information.  In this instance, there is often sharing of information, but not necessarily transference.  Planning for opportunities to ‘teach’ newly generated knowledge is essential to realize best outcomes from this role.

Networkers as the name suggests interact with others to gain and exchange information and experiences.  Through quality communication and sharing, they develop personal and professional connections with others, grow their own knowledge and skills, and often those with whom they are  interacting.   Whilst the more informal and self-initiation of much networking ia motivating, the greatest benefits to the organization are not necessarily realized.  Formalised approaches that support networking, coaching and mentoring often bring the greatest improvements.

The growing importance of human and social capabilities in organizations,  requires greater understanding of the roles of knowledge workers to foster knowledge transference. The result being  increased worker self-efficacy and confidence, improved job performance, and the creation of a culture that is improvement oriented (Podsakoff et al 2000).