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NEW ORGANIZATIONAL FORMS THAT SUPPORT KNOWLEDGE WORK 77

Summary of key learning points

>> Organizations often use ICTs to accommodate knowledge work. However, the impact of
ICTs on knowledge work is influenced by human agency, the physical properties of par-
ticular ICTs, and the institutional context in which the work is undertaken.

>> Knowledge work is often undertaken by workers who are geographically distributed,
using ICTs. ICTs have a role in, but do not determine, the kinds of distributed forms of
work, including teleworking, that are used by knowledge workers.
>> Teleworking can be beneficial for the knowledge worker, the knowledge-intensive firm and the
knowledge society. However, it is not as widely used as it might be because it challenges exist-
ing norms about the control of workers (workers cannot be trusted) and about what consti-
tutes measurable performance (visible presence), even in the context of knowledge workers.

>> More generally ICTs afford opportunities for, but do not deterministically create, new
organizational forms that are supportive of work that is knowledge-intensive. This includes
organizational forms, which are more decentralized, less hierarchical, based on teamwork-
ing, use interorganizational networks and are globalized.

>> There are three imperatives for successful global business – global efficiency, local respon-
siveness and transfer of knowledge and learning. ICTs can play a role in these activities,
although they can also be facilitated by other means.

>> Achieving organizational change to support knowledge work through ICT is difficult –
compromise will often be necessary and modifications in the post-implementation envi-
ronment should be anticipated and welcomed.
>> Paradoxically, while new organizational forms are conducive to the support of knowledge-
intensive work, they also make it more difficult to manage knowledge since they open up
more opportunities for knowledge loss. ‘Knowledge Management’ initiatives can be seen
as an attempt to resolve this paradox.

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