Davenport, T.H., Jarvenpaa, S.L. and Beers, M. C.: Improving Knowledge Work Processes. Sloan Management Review, Summer (1996) 53--65  Home/Search   Document Not in Database   Summary   Related Articles   Check

.... set of activities using individual and external knowledge to produce outputs characterized by information content [10] These activities include the acquisition, creation, and application of knowledge, particularly where work is characterized by exceptions and variety, rather than routine actions [9]. Examples of organizations where knowledge work is the dominant activity include market research firms and financial services firms [36] Recent research suggests that information systems have important implications for knowledge creation, knowledge sharing, and knowledge use in firms as the ....

Davenport, T.H.; Jarvenpaa, S.L.; and Beers, M.C. Improving knowledge work processes. Sloan Management Review, 37, 4 (1996), 53--65.

....4,22,24 of knowledge re use and sharing, Divisiveness of knowledge 6, 14,23 . 1 : Kla97] 2 : Que97] 3 : San97a] 4 : Tee98a] 5 : Arg91] 6 : Van98] 7 : Mye96] 8 : Tam93] 9 : Dav98a] 10 : Mar96] 11 : KPM98] 12 : Non91] 13 : Non98] 14 : [Dav96]; 15 : Rei96] 16 : Pru97] 17 : Rug98] 18 : Dow98] 19 : Han99] 20 : Dav98b] 21 : Hal97] 22 : Tee98a] 23 : Pra90] 24 : Mil98] 25 : Ear99] 26 : Bei99] 27 : Sta89] 28 : Sen94] 29 : Edv97] Technological enabler is the employment of ....

Davenport, T. H., S. L. Jarvenpaa, et al. (1996). "Improving Knowledge Work Processes." Sloan Management Review 37 (4): 53 - 65.

....of the strong point in chaos and rigidity. Developing adaptable frameworks of KM processes, the approach provides situated perspectives on an organisational knowledge base that support both making gathered knowledge explicit and the retrieval, re contextualization and reuse of knowledge. [DJB96] described knowledge activities like generating producing, distributing providing and reusing knowledge as parts of knowledge processes that exhibit a specific ordering of work activities across time and place, with a beginning and end and clearly identified inputs and outputs . In this respect, ....

Davenport, Th. H.; Jarvenpaa, S., L.; Beers, M. C. (1996): Improving Knowledge Work Processes. Sloan Management Review 34(4), pp. 53-65.

.... (BPM) and Business Process Reengineering (BPR) 15,23] have been predominant business trends from the mid eighties until the nineties, and are now becoming serious tools instead of a hype; in the decade from the mid nineties on, the most fashionable trend seems to be Knowledge Management (KM) [8,9]. Although both topics are usually discussed independently, there are important obvious similarities: both KM and BPR aim at similar economic targets like quality or efficiency improvements; both initiatives require a clear organisational take up and strategic planning at the begin; KM as well as ....

....with the best practice about how to enact them. This continuous improvement process is a KM process itself (cp. 31] For all three integration levels discussed above, it was already sufficient to have a conventional, fixed business process model. However, a deeper analysis of knowledge work [6,8] shows that knowledgeintensive processes tend to be characterized by dynamic changes of goals, information environment, and constraints, also by highly individual and ad hoc communication and collaboration patterns; this makes it difficult to plan in detail the work on a knowledge intensive task ....

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Davenport, Th., S.L. Jarvenpaa, M.C. Beers (1996), Improving Knowledge Work Processes, Sloan Management Review, Reprint Series, 37(4), Summer.

.... of their employees are educated and creative people; their customers are treated individually and the products are rather adapted to them, than vice versa; see e.g. Sveiby (1992 and 1997) Such companies primary activity is the acquisition, creation, packaging, or application of knowledge (Davenport et al. 1996; Starbuck, 1992) Knowledge work is characterised by variety and exception rather than routine, it is performed by professional or technical workers with a high level of skill and expertise. Such companies represent a significant component of growth. For example, 50 of the fastest growing ....

....while in others it was not possible to draw conclusive results at least quantifiable ones. SUMMARY OF COMPARATIVE ANALYSIS While many aspects of the knowledge management efforts examined, such as technology or roles, have been described in the literature [see e.g. Davenport and Prusak (1998) Davenport et al. (1996) and Davenport et al. (1997) we concentrate our summary on those issues that are of interest and conform to our framework. Context and Goals The driver of industrial needs to foster knowledge management is the convergence of external market forces and internal, corporate infrastructure ....

Davenport, T. H.; Jarvenpaa, S. and Beers, M. (1996) Improving Knowledge Work Processes, Sloan Management Review, 37, 4, 53-65.

.... (BPM) and Business Process Reengineering (BPR) 15,23] have been predominant business trends from the mid eighties until the nineties, and are now becoming serious tools instead of a hype; in the decade from the mid nineties on, the most fashionable trend seems to be Knowledge Management (KM) [8,9]. Although both topics are usually discussed independently, there are important obvious similarities: both KM and BPR aim at similar economic targets like quality or efficiency im provements; both initiatives require a clear organizational take up and strategic planning at the beginning; KM as ....

....with the best practice about how to enact them. This continuous improvement process is a KM process itself (cp. 31] For all three integration levels discussed above, it was already sufficient to have a conventional, fixed business process model. However, a deeper analysis of knowledge work [6,8] shows that knowledge intensive processes tend to be characterized by dynamic changes of goals, information environment, and constraints, also by highly individual and ad hoc communication and collaboration patterns; this makes it difficult to plan in detail the work on a knowledge intensive task ....

[Article contains additional citation context not shown here]

Davenport, Th., S.L. Jarvenpaa, M.C. Beers (1996), Improving Knowledge Work Processes, Sloan Management Review, Reprint Series, 37(4), Summer.

....(BPR) Hammer Champy 1993; Malhotra 1998) have been predominant business trends from the mid eighties til the nineties, and are now evolving from a hype towards serious tools . In the decade from the mid nineties on, the most fashionable trend seems to be Knowledge Management (KM) (Davenport et al. 1996; Davenport Prusak 2000) Although both topics, BPR and KM, are usually discussed independently, there are important obvious similarities: both aim at similar economic targets, like quality or efficiency improvements; both require a clear organisational take up and strategic planning at the ....

....tool The DECOR Weakly Structured Workflow (WWF) Support provides modeling support and enactment machinery for flexible and adaptive workflow. In (Schwarz et al. 2001) we analyzed requirements for such a workflow support coming from the characteristics of knowledge intensive work (see Figure 4, cp. (Davenport et al. 1996)) We described a prototype with the following properties: A process archive contains process templates which later are converted to process models Task specifications and process logic are defined separately Task specifications are hierarchically decomposed into sub tasks Sub tasks may ....

Davenport, Th., et al, 1996, `Improving Knowledge Work Processes', Sloan Management Review, Reprint Series, 37(4), Summer.

....between their effectiveness and efficiencies respectively. These concepts relate closely to productivity at large, which as such has been argued by Smithson and Hirschheim (1998) to be a difficult beast to conceptualize. To further complicate the potential theme we refer to a statement by Davenport et al. 1996): It is . difficult to separate a knowledge process from its outcomes . An example of such a difficulty might be a break through product requiring inventing a new process. Demographics of our data show a rather large average project size. There is a possibility of a correlation between the ....

DAVENPORT, T.H., JARVENPAA, S.L. and BEERS, M.C., 1996. Improving knowledge work processes. Sloan Management Review, Summer 1996, 53-65.

....knowledge management. Contributions from Arti cial Intelligence mostly focus on formal knowledge representations for capturing individual expertise, e.g. in expert systems. However, empirical research shows only few systems based on formal knowledge bases operational in daily industrial practice [Davenport et al. 1996], mainly due to too di cult knowledge acquisition and maintenance. Our own industrial experiences (see [K uhn and Abecker, 1997, Tschaitschian et al. 1997] revealed that practical solutions should address the following issues: Identi cation of core activities: Spending costs for sophisticated ....

....processes, costoptimized solutions cannot rely on a heavy, deep formalization of domain and knowledge sources. This is not only due to the rigid cost bene t analyses which must be done in industrial applications and which often make formal knowledge acquisition and maintenance infeasible [Davenport et al. 1996]; it is also due to the fact that the most valuable corporate knowledge is often tacit knowledge [Sveiby, 1996, Nonaka and Takeuchi, 1995] which is per de nitionem hard or impossible to formalize because of its many implicits etc. Of course, the more formal one wants to capture such knowledge, the ....

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T. H. Davenport, S. L. Javenpaa, and M. C. Beers. Improving knowledge work processes. Sloan Management Review, 37(4):53-65, Summer 1996.

....an enterprise s organizational knowledge base will be a crucial success factor in the knowledge intensive markets of the next century. Identification, acquisition, development, dissemination, utilization, and preservation of knowledge in the enterprise have been identified as basic KM activities [14, 29]. A number of recent events and publications addressed the topic of IT support for KM [11, 22, 40] However, all such comprehensive volumes are characterized by an enormous heterogeneity of goals and techniques which makes it almost impossible to identify a common technical core and philosophy. ....

....or enterprise yellow pages and competency databases, iv) explication of experiences and know how in best practice databases, and much more. Most of these activities can also be supported by information technoloy, and are in fact already partly supported by conventional computer systems [14]. However, what is still missing, is a comprehensive view on OMIS which characterizes its specific properties. 3 Crucial Points for Realizing OMIS Since we adopt the IT point of view here, we concentrate our considerations on technical aspects of OM, i.e. the OMIS. Of course, for building and ....

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T.H. Davenport, S.L. Jarvenpaa, and M.C. Beers. Improving knowledge work processes. Sloan Management Review, 37(4):53--65, 1997.

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Davenport, T.H., Jarvenpaa, S.L. and Beers, M. C.: Improving Knowledge Work Processes. Sloan Management Review, Summer (1996) 53--65

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Davenport, T. et al.: Improving Knowledge Work Processes. Working Paper 1995 http://www.kmadvantage.com/docs/KM/ Improving_Knowledge_Work_Processes.pdf (Access Sept. 25, 2002)

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Davenport, T.H., Jarvenpaa, S.L. and Beers, M. C.: Improving Knowledge Work Processes. Sloan Management Review, Summer (1996) 53--65

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T.H. Davenport, S.L. Jarvenpaa, and M.C. Beers. Improving knowledge work processes. Sloan Management Review, 37(4):53--65, 1997.

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Davenport, T.H., Jarvenpaa, S.L., and Beers, M.C. (1996), "Improving knowledge work processes", Sloan Management Review, Vol. 37, Summer, 53---645.

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Davenport, T.H., Jarvenpaa, S.L. and Beers, M.C., "Improving Knowledge Work Processes", Sloan Management Review, summer 1996, pp. 53-65.

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T.H. Davenport, S.L. Jarvenpaa, and M.C. Beers. Improving knowledge work processes. Sloan Management Review, 37(4):53--65, 1997.

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Davenport, Th., Jarvenpaa, S.L. and Beers, M.C. 1996: Improving Knowledge Work Processes, Sloan Management Review, Reprint Series, 37(4), Summer.

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T.H. Davenport, S.L. Jarvenpaa, and M.C. Beers, "Improving Knowledge Work Processes, " Sloan Management Rev., Vol. 37, No. 4, Summer 1997, pp. 53--65.

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