The Human Resource Dimensions of Innovation and Knowledge Management

Managing Knowledge -- Unit 9

The Open University

Publisher: The Open University, 2001

ISBN: 0-7492-7768-8

Synopsis:

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Table of Contents:

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1. Introduction
• 1.1 The Argument Informing This Unit
• 1.2 Aims
• 1.3 Learning Objectives
2. Knowledge Work: A Conceptual Framework
• 2.1 Knowledge Work and Knowledge Workers
• Who are the knowledge workers?
• A cautionary note
• 2.2 What Do Knowledge Workers Contribute?
• 2.3 The Conceptual Framework Outlined
• Values and technology
• Changes to the management role
• New organizational forms
• New human resource management practices
• 2.4 Summary
3. The Problem of Managing Knowledge Workers and ‘Managing Innovation’
• 3.1 Problems of Managing Knowledge Workers
• Accessing tacit knowledge
• Trust, motivation and commitment
• Legacy of contrary messages
• Contract workers and consultants
• Vulnerability of the organization
• Professional workers
• 3.2 Problems in Achieving the ‘Management of Innovation’
• 3.3 Summary
4. Human Resource Management Practices for Knowledge Work and Innovation
• 4.1 Organizational Structures and Enabling Conditions
• Level 1 Teams
• Level 2 Organization-wide structures
• Level 3 Inter-orgnizational arrangements/networks
• 4.2 Encouraging an Appropriate Culture
• 4.3 Resourcing: Recruiting and Selecting
• 4.4 Developing and Learning
• Organizational memory
• Training for creativity
• Competence modelling
• The learning organization
• Hierarchies of learning need
• Career development and management development
• 4.5 Involving and Empowering
• Types of empowerment
• How effective is empowerment?
• 4.6 Harnessing Motivation: Performance Management and Rewards
• How to kill creativity
• Reward strategies
• 4.7 Summary
5. Human Resource Strategies in Context
• 5.1 Strategic Integration
• Different types of innovation and different human resource strategies
• Different phases of human resource strategy for innovation within the same company
• 5.2 The Socio-Political Context
• Multiple contexts and multiple employment systems
• 5.3 Summary
6. Conclusion