Managing Knowledge Work

Managing Knowledge Work

Managing Knowledge Work

Sue Newell, Maxine Robertson, Harry Scarbrough and Jacky SwanPalgrave2002207 pp.ISBN 0-333-96299-0 (paperback)£19.99Keywords: Knowledge management, Innovation, Communities of practice

I once discussed with a CEO some ideas about how to improve the management of the company's corporate knowledge only to be told that my proposals did not "tap into" what was keeping him awake at night. Bad ideas or bad presentation? Had I simply failed to focus my proposals on the bottom line or is the notion of trying to increase an organisation's ability to exploit knowledge as a resource just the latest management fad or silver bullet that flatters to deceive? Whatever the answer to my dilemma, the knowledge management "industry" is now worth millions of dollars a year, mainly in IT systems implementations, so this review of the knowledge work field by four academics from Warwick University Business School and Royal Holloway College is very timely.

The authors of Managing Knowledge make it clear from the beginning that their intention is to "… step back from the ebb and flow of management fads to set out a coherent account of the management of knowledge work." The structure of the book helps this. It comprises eight chapters and each includes detailed case studies that draw upon a substantial body of research. There is even a role play and the obligatory Web site that provides further material and case analyses for harassed tutors! The surveys of key learning points at the end of each chapter are very useful – clearly written nuggets of valuable information.

One of the things I particularly enjoyed about the book was the way it started. The authors outline the key debates in the field by taking the "long view" and seek to place the subject in a historical context. For example, their description of the emergence and rise of scientific management reminds us that managing knowledge of work processes has been seen fundamental to the effectiveness of firms operating in competitive environments since the turn of the last century! But as businesses have globalised, become stretched across time and space, re-organised and restructured around virtual teams and networks, they lose the opportunities for the casual sharing of knowledge. This introduction is followed by an examination of knowledge intensive firms before looking more deeply at the nature of knowledge work. The authors then look at the behavioural conditions for knowledge work and the significance for human resource management and the role of information and communication technologies (ICTs). This is followed by a chapter on how knowledge is shared in work settings through communities of practice and another on the demands upon knowledge work posed by the process of innovation. The final chapter looks forward at some of the key challenges in the management of knowledge work and summarises the factors central to the creation of a knowledge-sharing culture. There were some minor disappointments. In particular, the final chapter is shorter than it might have been given the thoroughness of the preceding work.

The sleeve notes describes this book as "… a ground breaking teaching text in the dynamic area of knowledge management." That is a fair summary. Much of the literature in this area has consisted of articles and books from practitioners about best practice and recommending tools, techniques or processes, mostly looking at ICT. Managing Knowledge Work, by standing back from the passing fads looks at managing corporate krowledge in context. It will be of greatest value to academics and students and I am sure it will become a standard text on Master's level courses. It is not a book to introduce a reader to the field but if he or she is looking for a thorough grounding in managing knowledge work that is free from cliché and puff, Managing Knowledge Work will serve them well.

Keith MattacksManagement and Organisation Development Consultant, UK