دانلود رایگان مقاله انگلیسی ثبت، دسترسی و استفاده از دانش شخصی در سازمان - الزویر 2018

ABSTRACT

Organizations have managed information regarding knowledge of employees using processes such as codification, knowledge mapping, network analysis and personalization. Recently, personal knowledge registration (PKR) has become another way of managing this knowledge. Little is known about how organizations support PKR, and how PKR facilitates the flow of information and knowledge. This paper examines how different information management professionals access and use PKR. It is a multiple case study, with 43 semi-structured interviews and an analysis of strategic documents. The purpose is to shed light on strategic intentions with PKR, its collaborative tasks and qualities. A conceptual model was built for this purpose. The aim is to better understand how PKR works and to examine how information on education, training and the skills of employees is managed in organizations. The findings demonstrate that organizational strategies portray elaborate intentions regarding knowledge seeking and sharing, while less emphasis is put on knowledge registration or management. Interviewees expressed lack of appropriate actions to support PKR. Access and use of PKR is limited and the organizations still struggle to manage the PKR of their employees.

7. Conclusion

The findings represent elaborate objectives regarding the education of employees and training in organizational strategies. These documents gave reason to believe that participating organizations considered knowledge of great value. Repetitive use of the term “knowledge” indicated an emphasis on developing the knowledge worker. Registration of knowledge, as in PKR, was however only described in one strategy out of six. Despite apparent lack of PKR use, expressed views and experiences of interviewed professionals and their positive perceptions towards PKR indicated that education and training, and the registration thereof, was considered urgent and economically significant for value creation in organizations.

This study has a few key contributions to theory and practise. First, the findings suggest that inadequate PKR use caused training managers to seek external knowledge for in-house training programmes as they lacked an overview of knowledge and experience within the organization. Secondly, lack of managerial support and user-guidelines for employees negatively influenced the use of PKR. Consequently, a lack of added value of using the system and unfinished software development added to the experience of poor user-friendliness. Another outcome of the study, and the most influential requirement for successful PKR according to interviewees, was employees’ limited access to PKR. All participating organizations had tried one form or another for PKR, most often HRMS but with limited success. The findings show that access of PKR was usually restricted the personal profile of the employee despite there being technological and social solutions for further access. Use of PKR was limited and in coherence with its constrained access. These barriers give good reasons for further study in other organizations with the purpose of examining whether and for what reason the conceptual model may have been applied more successfully.