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Article
Publication date: 9 October 2017

Clive Trusson, Donald Hislop and Neil F. Doherty

This paper responds to a recent trend towards reifying “knowledge hoarding” for purposes of quantitative/deductive research, via a study of information technology (IT) service…

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Abstract

Purpose

This paper responds to a recent trend towards reifying “knowledge hoarding” for purposes of quantitative/deductive research, via a study of information technology (IT) service professionals. A “rhetorical theory” lens is applied to reconsider “knowledge hoarding” as a value-laden rhetoric that directs managers towards addressing assumed worker dysfunctionality.

Design/methodology/approach

A qualitative study of practicing IT service professionals (assumed within IT service management “best practice” to be inclined to hoard knowledge) was conducted over a 34-day period. Twenty workers were closely observed processing IT service incidents, and 26 workers were interviewed about knowledge-sharing practices.

Findings

The study found that IT service practice is characterized more by pro-social collegiality in sharing knowledge/know-how than by self-interested strategic knowledge concealment.

Research limitations/implications

The study concerns a single occupational context. The study indicates that deductive research that reifies “knowledge hoarding” as a naturally occurring phenomenon is flawed, with clear implications for future research.

Practical implications

The study suggests that management concern for productivity might be redirected away from addressing assumed knowledge-hoarding behaviour and towards encouraging knowledge sharing via social interaction in the workplace.

Originality/value

Previous studies have not directly examined the concept of knowledge hoarding using qualitative methods, nor have they considered it as a rhetorical device.

Details

Journal of Knowledge Management, vol. 21 no. 6
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 25 February 2020

Araz Zirar, Clive Trusson and Alok Choudhary

This article presents an empirically induced “high-performance” “human resources (HR) bundle”, comprising six HR practices, for supporting lean service operations.

1364

Abstract

Purpose

This article presents an empirically induced “high-performance” “human resources (HR) bundle”, comprising six HR practices, for supporting lean service operations.

Design/methodology/approach

This was a multiple case study. A qualitative data set, including transcripts from 27 semistructured in-depth interviews with lean practitioners from across five service organizations that have adopted lean practices, was thematically analyzed to establish key HR practices on the road to lean maturity.

Findings

A “high-performance” HR bundle of three work practices and three employment practices emerged from the analysis. These practices typically mature implicitly rather than systematically to support organizations in successfully implementing lean service operations by resourcing the most suitable people for carefully defined roles, providing workers with extensive lean training opportunities, appraising workers' performances such that lean behaviours are recognized and rewarded and encouraging a participative teamworking culture.

Research limitations/implications

This article uses cross-sectional data from five case studies to induce a “high-performance” “HR bundle” theoretical model and process. A larger number of case studies and/or longitudinal data would add credence.

Practical implications

Lean service managers should regard HR practices as integral to the lean maturation process and might usefully conceive of them as processes allowing for greater management control to achieve incremental improvements to lean service provision.

Originality/value

The article provides deeper understanding of the importance of HR practice for lean service organizations and offers practical suggestions for managing HR practices in this context.

Details

International Journal of Quality & Reliability Management, vol. 38 no. 1
Type: Research Article
ISSN: 0265-671X

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