Birkbeck Business Week Presentation

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Knowledge and Knowing at Work. Presented on 29th June 2012 at Birkbeck Business Week.

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Birkbeck Business Week Presentation

  1. 1. Business Week 2011Knowledge and knowing at work<br />Dr Katrina Pritchard<br />Lecturer in HRM<br />Programme Director: MSc HRD and Consultancy<br />
  2. 2. Conceptions of resilience and links to understandings of knowledge<br />Process vs. Practice perspectives of knowing<br />Empirical study of knowledge and knowing at work: HR Professionals<br />Knowledge and knowing at work<br />Dr Katrina Pritchard, Birkbeck Business Week 2011<br />
  3. 3. Vs. Brittleness<br />Survival of crisis and subsequent return to steady state<br />Central to risk management and safety critical processes<br />Conceptions of resilience: engineering<br />Dr Katrina Pritchard, Birkbeck Business Week 2011<br />
  4. 4. Vs. Brittleness<br />Survival of crisis and subsequent return to steady state<br />Central to risk management and safety critical processes<br />Conception of knowledge:<br />Object view of knowledge<br />Process view of knowing<br />“Knowledge management”<br />Conceptions of resilience: engineering<br />Dr Katrina Pritchard, Birkbeck Business Week 2011<br />
  5. 5. Conceptions of resilience: ecological<br />Dr Katrina Pritchard, Birkbeck Business Week 2011<br /><ul><li>Vs. Vulnerability
  6. 6. Disturbance absorption or ecological restructuring
  7. 7. Importance of Biodiversity </li></li></ul><li>Vs. Vulnerability<br />Disturbance absorption or ecological restructuring<br />Importance of Biodiversity <br />Conception of knowledge:<br />Practice view of knowledge<br />Social view of knowing<br />“Communities of practice “<br />Conceptions of resilience: ecological<br />Dr Katrina Pritchard, Birkbeck Business Week 2011<br />
  8. 8. Conceptions of knowledge<br />Dr Katrina Pritchard, Birkbeck Business Week 2011<br /><ul><li>Practice view of knowledge
  9. 9. Social view of knowing</li></ul>“Communities of practice “<br /><ul><li>Object view of knowledge
  10. 10. Process view of knowing</li></ul>“Knowledge management”<br />
  11. 11. Conceptions of knowledge<br />Dr Katrina Pritchard, Birkbeck Business Week 2011<br /><ul><li>Practice view of knowledge
  12. 12. Social view of knowing</li></ul>“Communities of practice “<br /><ul><li>Object view of knowledge
  13. 13. Process view of knowing</li></ul>“Knowledge management”<br />Boundaries between these perspectives<br /> are increasingly blurred<br />Economic contribution of knowledge primary focus in organizations<br /> New terms (e.g. ‘Talent’) have entered practitioner vocabulary<br /> But critical research is a growing<br />focus of research<br />
  14. 14. HR Department in a US investment bank<br />Year of fieldwork working with different teams within the HR department<br />Combination of qualitative research approaches within a broadly ethnographic framework<br />Research questions:<br />How do HR professionals discursively construct knowledge and perform knowing?<br />What constructions of HR professional knowledge emerge?<br />In what ways are these constructions enacted?<br />Empirical Study<br />Dr Katrina Pritchard, Birkbeck Business Week 2011<br />
  15. 15. HR Generalists:<br />Transactional, All Employees<br />Functional Teams<br />Specialist projects and services<br />HR Strategic Partners<br />Strategic, Top Management Team<br />Expert Teams<br />Work flows from HRSPs and/or call centre<br />Call Centre<br />All employees, supported by knowledge base<br />Key role changes<br />Dr Katrina Pritchard, Birkbeck Business Week 2011<br />
  16. 16. HR Generalists:<br />Transactional, All Employees<br />Functional Teams<br />Specialist projects and services<br />HR Strategic Partners<br />Strategic, Top Management Team<br />Expert Teams<br />Work flows from HRSPs and/or call centre<br />Call Centre<br />All employees, supported by knowledge base<br />Key role changes<br />Dr Katrina Pritchard, Birkbeck Business Week 2011<br />
  17. 17. HR Generalists:<br />Transactional, All Employees<br />Functional Teams<br />Specialist projects and services<br />HR Strategic Partners<br />Strategic, Top Management Team<br />Expert Teams<br />Work flows from HRSPs and/or call centre<br />Call Centre<br />All employees, supported by knowledge base<br />Key role changes<br />Dr Katrina Pritchard, Birkbeck Business Week 2011<br />
  18. 18. New teams and roles BUT informal networks of knowledge remained:<br />Individual’s expertise still sought despite changes of role<br />Changing ‘objects’ of knowledge BUT conceptions of knowledge and knowing remained:<br />Emphasis on experience developed over time rather than training or qualification<br />New knowledge management processes BUT poor fit with other management and work practices<br />Competition for and conflict about knowledge becomes symbolic of ‘problems’ with the reorganization<br />Knowledge and Resilience in this context<br />Dr Katrina Pritchard, Birkbeck Business Week 2011<br />
  19. 19. HR Strategic Partners:<br />Pritchard, K (2010) Becoming an HR strategic partner: tales of transition. Human Resource Management Journal, 20 (2) 175-188.<br />Expert Teams:<br />Pritchard, K and Symon, G. Community in Crisis: What happens when the experts leave?<br />HR Call Centre:<br />Pritchard, K and Symon, G. (In Press) Identity on the line: constructing professional identity in a HR call centre. Work, Employment and Society (accepted September 2010)<br />Three perspectives<br />Dr Katrina Pritchard, Birkbeck Business Week 2011<br />
  20. 20. Call centre identity is problematic vs. HR professional identity<br />Seek to recreate a more complex role which allows them to reclaim personal knowledge as essential<br />Bid for the employee advocate role as claim to be the group who ‘really know’ the employees<br />Three perspectives: the call centre<br />Dr Katrina Pritchard, Birkbeck Business Week 2011<br />
  21. 21. V: not delivering?<br />Z: not, well, resources but also about...<br />Y: it being used wrongly?<br />Z: the HRSPs, where we are currently with them, just go off and think “right this is something” and they would have sorted it out with the business and then they’ll come back to us and say “right can you administer that”, yep and that’s not what we’re here for.<br />Three perspectives: the expert team<br />Dr Katrina Pritchard, Birkbeck Business Week 2011<br />
  22. 22. Invest in creating new ‘objects’ to demonstrate knowledge, objects which they then need to control<br />Work to reposition ‘expertise’ especially in relation to the HRSPs<br />Build shared networks of experience to combat challenges to individuals <br />Three perspectives: the expert team<br />Dr Katrina Pritchard, Birkbeck Business Week 2011<br />
  23. 23. Struggle with notions of both ‘strategic’ and ‘partnering’<br />As outputs become more intangible so justification of knowledge (as an input to their work) seems more important<br />Reconstruct ‘old’ generalist knowledge base as relevant to new role <br />Three perspectives: HRSPs<br />Dr Katrina Pritchard, Birkbeck Business Week 2011<br />
  24. 24. Overall findings of the research<br />Dr Katrina Pritchard, Birkbeck Business Week 2011<br />
  25. 25. Competition for and conflicts about knowledge and knowing at work are key to understanding organizational change<br />Knowledge diversity needs to encompass more than ‘objects of knowledge’ i.e. to include understandings of knowledge<br />Within an HR framework, examining how ‘people’ are constructed as objects of knowledge by HR practitioners seems essential to understanding how HR practice in an organization<br />Findings in respect to knowledge and resilience<br />Dr Katrina Pritchard, Birkbeck Business Week 2011<br />

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