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CONTENTS vii

Questions 123
Summary of Key Learning Points 123

6. Human Resource Management and Knowledge Work 124
Introduction 125
Challenges for HRM 126
Existing HRM Approaches to Knowledge Work 132
Conclusions 138
Case Study 6.1: Buckman Labs 139
Questions 143
Summary of Key Learning Points 143

7. Knowledge Management Systems 144
Introduction 145
The Historical Roots of Current Enterprise Systems 146
Enterprise Systems and the Spread of ‘Best Practice’
Knowledge 147
The Fallacy of ‘Best Practice’ Knowledge 149
The Possession View and Knowledge
Management Systems as Repository 151
The Practice View and Knowledge
Management Systems as Networking 155
Conclusions 158
Case Study 7.1: International Consultancy Company (ICC) 159
Questions 163
Summary of Key Learning Points 163

8. The Role of Social Networks and Boundary-Spanners 164
Introduction 165
Networks as Channels 166
Networks as Communities 168
Case Study 8.1: KIN Research Study of Managed Communities 175
Conclusions 177
Case Study 8.2: Midlands Hospital (NHS Trust) 179
Questions 181
Summary of Key Learning Points 181

9. Managing Knowledge for Innovation 182
Introduction 183
The Importance of Managing Knowledge
Work for Innovation 184
What Is Innovation? 188
Traditional Views – Innovation as a Linear Process 192
Process Views – Innovation as an Interactive Process 194

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