Flexible Workplaces Fostering Knowledge Workers Informal Learning: The Flexible Office Case
Organizations face challenges supporting knowledge
workers due to their particular requirements for an environment
supportive of their self-guided learning activities which are important
to increase their productivity and to develop creative solutions to
non-routine problems. Face-to-face knowledge sharing remains
crucial in spite of a large number of knowledge management
instruments that aim at supporting a more impersonal transfer of
knowledge. This paper first describes the main criteria for a
conceptual and technical solution targeted at flexible management of
office space that aims at assigning those knowledge workers to the
same room that are most likely to thrive when being brought together
thus enhancing their knowledge work productivity. The paper
reflects on lessons learned from the implementation and operation of
such a solution in a project-focused organization and derives several
implications for future extensions that target to foster problem
solving, informal learning and personal development.
[1] Swanson, R.A. and E.F. Holton, Foundations of Human Resource
Developement. second ed. 2009, San Fransisco, USA: Berrett-Koehler
Publishers
[2] Rogers, A., Informal Learning in Lifelong Learning, in Informal
Learning and Digital Media: Constructions, Contexts and Consequences.
2006, Danish Research Centre on Education and Advanced Media
Materials: Odense, Denmark.
[3] Illeris, K., Workplace Learning and Learning Theory. Journal of
Workplace Learning., 2003. 15(4): p. 167-178.
[4] Drucker, P.F., Landmarks of Tomorrow. 1959, New York: Harper.
[5] Kelloway, E.K. and J. Barling, Knowledge Work as Organizational
Behavior. International Journal of Management Reviews, 2000. 2(3): p.
287-304.
[6] Schultze, U., A Confessional Account of an Ethnography About
Knowledge Work. MIS Quarterly, 2000. 24(1): p. 3-41.
[7] Wolff, E.N., The Growth of Information Workers. Communications of
the ACM, 2005. 48(10): p. 37-42.
[8] Schultze, U., On Knowledge Work., in Handbook on Knowledge
Management, C.W. Holsapple, Editor. 2003, Springer: Berlin p. 43-58.
[9] Maier, R., Hädrich, T., Peinl, R., Enterprise Knowledge Infrastructures.
2 ed. 2009, Berlin: Springer.
[10] Maier, R., Knowledge Management Systems: Information and
Communication Technologies for Knowledge Management. 3rd Ed. ed.
2007, Berlin. XII, 630 S.
[11] Alavi, M. and D.E. Leidner, Review: Knowledge Management and
Knowledge Management Systems: Conceptual Foundations and
Research Issues. MIS Quarterly, 2001. 25(1): p. 107-136.
[12] Ruggles, R.L., The State of the Notion: Knowledge Management in
Practice. California Management Review, 1998. 40(3): p. 80-89.
[13] Wenger, E.C., Communities of Practice: The Structure of Knowledge
Stewarding, in Knowledge Horizons. The Present and the Promise of
Knowledge Management, C. Despres, Chauvel, D., Editor. 2000:
Boston. p. 205-224.
[14] Davenport, T.H., S.L. Jarvenpaa, and M.C. Beers, Improving
Knowledge Work Processes. Sloan Management Review, 1996. 37(4): p.
53-65.
[15] Probst, G., S. Raub, and K. Romhardt, Managing Knowledge: Building
Blocks for Success. 1999, Chichester: Wiley.
[16] Nonaka, I., R. Toyama, and N. Konno, SECI, Ba, and Leadership: A
Unified Model of Dynamic Knowledge Creation. Long Range Planning,
2000. 33(1): p. 5-34.
[17] Lippert, W., ed. Future Office: Corporate Identity & Corporate Culture.
Geist und Stil der Firma. 1997: D├╝sseldorf/Regensburg.
[18] Davenport, T.H. and G.J.B. Probst, Knowledge Management Case Book.
Best Practises. 2nd ed. 2002, Erlangen.
[19] Chase, R.L., Knowledge Management Benchmarks. Journal of
Knowledge Management, 1997. 1(1): p. 83-92.
[20] Bishop, J., D. Bouchlaghem, J. Glass, and I. Matsumoto, Ensuring the
Effectiveness of a Knowledge Management Initiative. Journal of
Knowledge Management, 2008. 12(4): p. 16-29.
[21] Polanyi, M., The Tacit Dimension. 1966, London
[22] Nonaka, I. and H. Takeuchi, The Knowledge Creating Company. 1995,
Oxford: Oxford University Press.
[23] Knowles, M.S., Self-directed Learning: A Guide for Learners and
Teachers. 1975, Chicago: Follett.
[24] Prince, M., Does Active Learning Work? A Review of the Research.
Journal of Engineering Education 2004. 93(3): p. 223-231.
[25] Collin, K., Connecting Work and Learning: Design Engineers- Learning
at Work. Journal of Workplace Learning, 2006. 18(7/8): p. 403-413.
[26] Maier, R. and S. Thalmann, Using Personas for Designing Knowledge
and Learning Services: Results of an Ethnographically Informed Study.
International Journal of Technology Enhanced Learning, 2010. 2(1/2): p.
58-74.
[27] Eraut, M. and W. Hirsch, The Significance of Workplace Learning for
Individuals, Groups and Organisations 2007, SKOPE Research Centre:
Oxford & Cardiff, UK.
[28] Granovetter, M., The Strength of Weak Ties. American Journal of
Sociology, 1973. 78(6): p. 1360-1380.
[29] Yin, R.K., Case Study Research, Design and Methods. 2nd ed. 1994,
Newbury Park, CA: Sage Publications.
[30] Avison, D., F. Lau, M. Myers, and P.A. Nielsen, Action Research.
Communications of the ACM, 1999. 42(1): p. 94-97.
[31] Hevner, A.R., S.T. March, J. Park, and S. Ram, Design Science in
Information Systems Research. MIS Quarterly, 2004. 28(1): p. 75-105.
[32] Biesalski, E. and A. Abecker. Integrated Processes and Tools for
Personnel Development. in 11th International Conference on Concurrent
Enterprising. 2005. Munich.
[33] Williams, J. and S.C. Rosenbaum, Learning Paths: Increase Profits by
Reducing the Time It Takes Employees to Get Up-to-Speed. 2004, San
Francisco, USA: Jossey-Bass.
[1] Swanson, R.A. and E.F. Holton, Foundations of Human Resource
Developement. second ed. 2009, San Fransisco, USA: Berrett-Koehler
Publishers
[2] Rogers, A., Informal Learning in Lifelong Learning, in Informal
Learning and Digital Media: Constructions, Contexts and Consequences.
2006, Danish Research Centre on Education and Advanced Media
Materials: Odense, Denmark.
[3] Illeris, K., Workplace Learning and Learning Theory. Journal of
Workplace Learning., 2003. 15(4): p. 167-178.
[4] Drucker, P.F., Landmarks of Tomorrow. 1959, New York: Harper.
[5] Kelloway, E.K. and J. Barling, Knowledge Work as Organizational
Behavior. International Journal of Management Reviews, 2000. 2(3): p.
287-304.
[6] Schultze, U., A Confessional Account of an Ethnography About
Knowledge Work. MIS Quarterly, 2000. 24(1): p. 3-41.
[7] Wolff, E.N., The Growth of Information Workers. Communications of
the ACM, 2005. 48(10): p. 37-42.
[8] Schultze, U., On Knowledge Work., in Handbook on Knowledge
Management, C.W. Holsapple, Editor. 2003, Springer: Berlin p. 43-58.
[9] Maier, R., Hädrich, T., Peinl, R., Enterprise Knowledge Infrastructures.
2 ed. 2009, Berlin: Springer.
[10] Maier, R., Knowledge Management Systems: Information and
Communication Technologies for Knowledge Management. 3rd Ed. ed.
2007, Berlin. XII, 630 S.
[11] Alavi, M. and D.E. Leidner, Review: Knowledge Management and
Knowledge Management Systems: Conceptual Foundations and
Research Issues. MIS Quarterly, 2001. 25(1): p. 107-136.
[12] Ruggles, R.L., The State of the Notion: Knowledge Management in
Practice. California Management Review, 1998. 40(3): p. 80-89.
[13] Wenger, E.C., Communities of Practice: The Structure of Knowledge
Stewarding, in Knowledge Horizons. The Present and the Promise of
Knowledge Management, C. Despres, Chauvel, D., Editor. 2000:
Boston. p. 205-224.
[14] Davenport, T.H., S.L. Jarvenpaa, and M.C. Beers, Improving
Knowledge Work Processes. Sloan Management Review, 1996. 37(4): p.
53-65.
[15] Probst, G., S. Raub, and K. Romhardt, Managing Knowledge: Building
Blocks for Success. 1999, Chichester: Wiley.
[16] Nonaka, I., R. Toyama, and N. Konno, SECI, Ba, and Leadership: A
Unified Model of Dynamic Knowledge Creation. Long Range Planning,
2000. 33(1): p. 5-34.
[17] Lippert, W., ed. Future Office: Corporate Identity & Corporate Culture.
Geist und Stil der Firma. 1997: D├╝sseldorf/Regensburg.
[18] Davenport, T.H. and G.J.B. Probst, Knowledge Management Case Book.
Best Practises. 2nd ed. 2002, Erlangen.
[19] Chase, R.L., Knowledge Management Benchmarks. Journal of
Knowledge Management, 1997. 1(1): p. 83-92.
[20] Bishop, J., D. Bouchlaghem, J. Glass, and I. Matsumoto, Ensuring the
Effectiveness of a Knowledge Management Initiative. Journal of
Knowledge Management, 2008. 12(4): p. 16-29.
[21] Polanyi, M., The Tacit Dimension. 1966, London
[22] Nonaka, I. and H. Takeuchi, The Knowledge Creating Company. 1995,
Oxford: Oxford University Press.
[23] Knowles, M.S., Self-directed Learning: A Guide for Learners and
Teachers. 1975, Chicago: Follett.
[24] Prince, M., Does Active Learning Work? A Review of the Research.
Journal of Engineering Education 2004. 93(3): p. 223-231.
[25] Collin, K., Connecting Work and Learning: Design Engineers- Learning
at Work. Journal of Workplace Learning, 2006. 18(7/8): p. 403-413.
[26] Maier, R. and S. Thalmann, Using Personas for Designing Knowledge
and Learning Services: Results of an Ethnographically Informed Study.
International Journal of Technology Enhanced Learning, 2010. 2(1/2): p.
58-74.
[27] Eraut, M. and W. Hirsch, The Significance of Workplace Learning for
Individuals, Groups and Organisations 2007, SKOPE Research Centre:
Oxford & Cardiff, UK.
[28] Granovetter, M., The Strength of Weak Ties. American Journal of
Sociology, 1973. 78(6): p. 1360-1380.
[29] Yin, R.K., Case Study Research, Design and Methods. 2nd ed. 1994,
Newbury Park, CA: Sage Publications.
[30] Avison, D., F. Lau, M. Myers, and P.A. Nielsen, Action Research.
Communications of the ACM, 1999. 42(1): p. 94-97.
[31] Hevner, A.R., S.T. March, J. Park, and S. Ram, Design Science in
Information Systems Research. MIS Quarterly, 2004. 28(1): p. 75-105.
[32] Biesalski, E. and A. Abecker. Integrated Processes and Tools for
Personnel Development. in 11th International Conference on Concurrent
Enterprising. 2005. Munich.
[33] Williams, J. and S.C. Rosenbaum, Learning Paths: Increase Profits by
Reducing the Time It Takes Employees to Get Up-to-Speed. 2004, San
Francisco, USA: Jossey-Bass.
@article{"International Journal of Business, Human and Social Sciences:57990", author = "R. Maier and S. Thalmann and A. Sandow", title = "Flexible Workplaces Fostering Knowledge Workers Informal Learning: The Flexible Office Case", abstract = "Organizations face challenges supporting knowledge
workers due to their particular requirements for an environment
supportive of their self-guided learning activities which are important
to increase their productivity and to develop creative solutions to
non-routine problems. Face-to-face knowledge sharing remains
crucial in spite of a large number of knowledge management
instruments that aim at supporting a more impersonal transfer of
knowledge. This paper first describes the main criteria for a
conceptual and technical solution targeted at flexible management of
office space that aims at assigning those knowledge workers to the
same room that are most likely to thrive when being brought together
thus enhancing their knowledge work productivity. The paper
reflects on lessons learned from the implementation and operation of
such a solution in a project-focused organization and derives several
implications for future extensions that target to foster problem
solving, informal learning and personal development.", keywords = "informal learning, knowledge work, officemanagement.", volume = "4", number = "10", pages = "2064-7", }