Problem of Plenty: Managing Employee Surplus
01 Jan 2016-Vol. 6, Iss: 1, pp 38-48
TL;DR: An extensive review of literature is done to understand the complete cycle, which is from environmental conditions leading to employee surplus consequently leading to firm implementing relevant strategies to deal with the situation and the consequences thereof on firm and individuals.
Abstract: The article deals with understanding the phenomena of employee rationalisation in firms especially the ones operating in dynamic environments. In this paper the authors do an extensive review of literature to understand the complete cycle, which is from environmental conditions leading to employee surplus consequently leading to firm implementing relevant strategies to deal with the situation and the consequences thereof on firm and individuals. The authors focus their attention on high technology firms and the relevant strategies for managing employee surplus in such firms. They extend the literature by proposing the relevance of tacit knowledge in situations where employee surplus needs to be managed and how it can be retained for preserving the competitiveness of firms.
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01 Apr 2017
TL;DR: This article analyzes the literature in the search for career management in the knowledge-based organizations KBOs to present valuable insights and further understanding of the way in which career management perspectives in the K BOs should be emphasized.
Abstract: This article analyzes the literature in the search for career management in the knowledge-based organizations KBOs. The literature review covers the overview of career management strategy; organizational career management OCM and knowledge management KM in the KBOs; career management and career learning in the KBOs; career management innovation in the KBOs; and the significance of career management strategy in the interorganizational career transitions. Career management is the process that helps employees understand career opportunities and chart a career path within their organization. Encouraging career management in the KBOs has the potential to improve organizational performance and reach strategic goals in the modern workplace. The findings present valuable insights and further understanding of the way in which career management perspectives in the KBOs should be emphasized.
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TL;DR: The main problem in the study of organizational change is that the environmental contexts in which organizations exist are themselves changing, at an increasing rate, and towards increasing complexity as discussed by the authors, and the characteristics of organizational environments demand consideration for their own sake, if there is to be an advancement of understanding in the behavioral sciences of a great deal that is taking place under the impact of technological change.
Abstract: A main problem in the study of organizational change is that the environmental contexts in which organizations exist are themselves changing, at an increasing rate, and towards increasing complexity. This point, in itself, scarcely needs laboring. Nevertheless, the characteristics of organizational environments demand consideration for their own sake, if there is to be an advancement of understanding in the behavioral sciences of a great deal that is taking place under the impact of technological change, especially at the present time. This chapter is offered as a brief attempt to open up some of the problems; it stems from a belief that progress will be quicker if a certain extension can be made to current thinking about systems.
2,890 citations
1,929 citations
TL;DR: In this paper, the authors examined the process of escalating commitment through the simulation of a business investment decision and found that persons committed the greatest amount of resources to a previously chosen course of action when they were personally responsible for negative consequences.
1,923 citations
Journal Article•
TL;DR: In summary, organizations that are managing knowledge effectively understand their strategic knowledge requirements, devise a knowledge strategy appropriate to their business strategy, and implement an organizational and technical architecture appropriate to the firm's knowledge-processing needs are discussed.
Abstract: Firms can derive significant benefits from consciously, proactively, and aggressively managing their explicit and explicable knowledge, which many consider the most important factor of production in the knowledge economy. Doing this in a coherent manner requires aligning a firm's organizational and technical resources and capabilities with its knowledge strategy. However, appropriately explicating tacit knowledge so it can be efficiently and meaningfully shared and reapplied ? especially outside the originating community ? is one of the least understood aspects of knowledge management. This suggests a more fundamental challenge, namely, determining which knowledge an organization should make explicit and which it should leave tacit ? a balance that can affect competitive performance.
The management of explicit knowledge utilizes four primary resources that the author details: repositories of explicit knowledge; refineries for accumulating, refining, managing, and distributing the knowledge; organization roles to execute and manage the refining process; and information technologies to support the repositories and processes. On the basis of this concept of knowledge management architecture, a firm can segment knowledge processing into two broad classes: integrative and interactive ? each addressing different knowledge management objectives. Together, these approaches provide a broad set of knowledge-processing capabilities. They support well-structured repositories for managing explicit knowledge, while enabling interaction to integrate tacit knowledge.
The author presents two case studies of managing explicit knowledge. One is an example of an integrative architecture for the electronic publishing of knowledge gleaned by industry research analysts. The second illustrates the effective use of an interactive architecture for discussion forums to support servicing customers. Zack also discusses several key issues about the broader organizational context for knowledge management, the design and management of knowledge-processing applications, and the benefits that must accrue to be successful.
In summary, organizations that are managing knowledge effectively (1) understand their strategic knowledge requirements, (2) devise a knowledge strategy appropriate to their business strategy, and (3) implement an organizational and technical architecture appropriate to the firm's knowledge-processing needs.
1,596 citations
TL;DR: Terreberry as discussed by the authors argues that evolutionary processes occur in the environments of organizations and argues that organizational change is increasingly externally induced and organizational adaptability is a function of ability to learn and to perform according to changes in the environment.
Abstract: This paper argues that evolutionary processes occur in the environments of organizations. Ideal types of environment, originally conceptualized by Emery and Trist, are elaborated and extended. A review of recent literature gives evidence of the decreasing autonomy and the increasing interdependence of organizations. Four approaches to interorganizational analysis are reviewed and found inadequate to deal with present-day conditions. This paper then outlines a perspective which allows any organization, its transactions, and the environment itself to be viewed in a common conceptual framework. Two hypotheses are discussed: (1) that organizational change is increasingly externally induced; and (2) that organizational adaptability is a function of ability to learn and to perform according to changes in the environment. Shirley Terreberry is a Ph.D. candidate in the Doctoral Program in Social Work and Social Science at The University of Michigan.
651 citations