Het Nieuwe Werken. Het Nieuwe Werken The New Way of Working

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1 Het Nieuwe Werken The New Way of Working (student) research for the future of work Arjan de Kok PhD graduate OICT January Even voorstellen Werktuigbouwkunde Hogeschool van Utrecht (HTS) Bedrijfskunde Hogeschool van Amsterdam Master of Business Administration Liverpool University PhD graduate Universiteit van Utrecht The New Way of Working; the role Information Technology and the impact on Knowledge sharing Amsterdam Airport Schiphol - Bedrijfskundig adviseur Ballast Nedam International - CAD Project Manager TNO Industrie (Productcentrum) - Groepshoofd PDM M.I.S. Organisatie-ingenieurs adviseur / directie Vanaf 2002: HQ-consult adviseur / eigenaar 2 Gastcollege OICT 9-jan

2 Agenda Work & organization What is the New Way of Working? Emergence Bricks, Bytes & Behavior NWOW versus Telework Definitions & literature research (student) Research projects NWOW Analysis Monitor NWOW & Knowledge sharing 3 Werk verandert continu, ook in de toekomst 4 Gastcollege OICT 9-jan

3 Belang van werk Waarom werken we eigenlijk? Basisbehoeften (eten, drinken, wonen) Sociale contacten Erkenning Zelfverwezenlijking? 5 Important rewards for employees Kenneth Kovach of George Mason University researched what employees ranked as most important rewards. He asked 1,000 employees to rank a list of 10 rewards; ne gs e organization es onal problems. Pleasant work environment Interesting / compelling work Pleasant co-workers Being proud of my work Autonomy, being able to work independently Feeling happy in my work Recognition from superiors Benefits (health care, retirement, stock options) Good wages and chance for raises Career growth / opportunities Job security, having no fear to lose my job 6 (Morris, 1995) Gastcollege OICT 9-jan

4 Factoren voor (werk)geluk en de relatie met prestatie Vergeleken met hun minst gelukkige collega s zijn de gelukkigste werknemers: 50% meer gefocust op hun taken 70% minder met ziekteverlof 150% gelukkiger met hun leven 50% meer gemotiveerd 50% meer overtuigd van hun eigen mogelijkheden 40% meer zelfverzekerd Van plan twee keer langer in hun huidige baan te blijven 7 Bron: YouMeUs / iopener institute Oxford Zie ook: Drive, the surprising truth about what motivates us. Daniel Pink Verandering van werk Vroeger: werk aan huis, op land of in gilde Werk en privé niet of nauwelijks gescheiden Arbeider verantwoordelijk voor eindproduct / resultaat Industriële revolutie: werk in fabriek of kantoor Uitvoering werk en privé gescheiden Arbeider verantwoordelijk voor (deel) taak 8 Gastcollege OICT 9-jan

5 Frederick Taylor Scientific Management Division of labor: opsplitsing in kleine (herhaalbare) taken Taylor believed increasing the efficiency of the workman scientifically would increase the opportunity for more work, and the real wealth of the world, happiness, and all manner of worthwhile improvements in the life of the working person. For Taylor, increased workman output would result in improved quality of life. (Montemurro) 9 Bureaucracy (Max Weber) The Machine Bureaucracy (Minzberg) Organizations are machines and people are appendages to those machines. Both organizations and people need to be carefully controlled and monitored (Carlson, 1996) Hierarchical organization with: Highly specialized, routine operating tasks; Very formalized procedures in the operating core; Relatively centralized power for decision making. 10 Gastcollege OICT 9-jan

6 A new organizational model Bryan & Joyce (2007) state: Trying to run a company in the 21 st century with an organizing model designed for the 20 th century places limits on how well a company performs. It also creates massive, unnecessary, unproductive complexity a condition that frustrates workers and wastes money. By remaking them to mobilize the mind power of their 21 st century work forces, these companies will be able to tap into the presently underutilized talents, knowledge, relationships, and skills of their employees which will open up to them not only new opportunities but also vast sources of new wealth. 11 Industrial vs. Knowledge company 12 Tissen, Andriessen, Lekanne Deprez (1997) Gastcollege OICT 9-jan

7 Conventional vs. New organizational forms Conventional perspective - Traditional hierachical forms Emergent perspective - New organizational forms Goal Setting Top-down Decentralized Power Concentrated Distributed Size of units Preference for large Preference for small Leadership function Control and monitoring of specific objectives through formal authority Guidance, management of conflicts Vision Dictated Emergent Structure Hierarchy Team and work groups Primary unit of analysis Firm Production system or network Boundaries Clearly specified and durable Permeable and fuzzy Objective Reliability and replicability Flexibility Regulation Vertical Horizontal Integrity Rule-based Relationship-based Assets Linked tot organizational units Structure independent of assets Functions and roles Specialized General Uncertainty Try to absorb Try to adapt Rights and duties Relative permanence Impermanence Governance Efficiency oriented Innovation oriented 13 Child and McGrath (2001) Managerial control Controle op output / productiviteit door Aanwezigheid Zien van activiteit / bezig zijn 14 Gastcollege OICT 9-jan

8 De Net generatie: eigenschappen 1. Netwerken als lifestyle: ze leven in een veelheid van netwerken en vinden dit vanzelfsprekend. 2. In het echt én virtueel: ze vinden een leven zonder digitale communicatiemiddelen ondenkbaar. Hebben een online identiteit én een face-to-face identiteit. 3. Multitasking: ze kunnen meerdere taken min of meer gelijktijdig uitvoeren. Zijn in staat om in dezelfde tijd veel meer informatie te verwerken dan de generaties vóór hen. 4. Twitch speed en niet-lineair denken: ze werken met een snelheid die ouderen maar nauwelijks kunnen volgen. Reageren snel en verwachten ook snelle reacties en antwoorden op vragen. Hebben korte attentieperiodes en zijn gewend aan sterk stimulerende visuele informatie. 5. Nieuwe taal: ze gebruiken een nieuwe, afgekorte taal, een soort telegramstijl. Alleen de kern van de boodschap wordt nog geformuleerd. 15 Tapscott, 1998; Veen & Jacobs, 2004 De Net generatie: eigenschappen 6. Technologie als lucht: ze zien nieuwe media als een vanzelfsprekend en integraal onderdeel van hun leven en vinden dat technologie zich moet aanpassen aan hen, en niet andersom. 7. Inverse opvoeding: ze zijn op zeer jonge leeftijd in staat om met computers om te gaan en vanaf een jaar of acht leren zij hun ouders hoe ze met fora, chats, en telebanking moeten omgaan. 8. Zelfsturing geeft zelfvertrouwen: ze gebruiken internet om zichzelf te ontwikkelen als onafhankelijk, zelfsturend individu. Zelfsturing leidt tot vertrouwen in eigen kracht. 9. Meerdere identiteiten: ze experimenteren via online omgevingen zoals chatrooms, met sociaal gedrag en ontwikkelen zo hun persoonlijkheid. 10. Samenwerken: ze lijken zich veel meer onderdeel van een geheel te voelen dan de generaties vóór hen. Werken het liefst in teams en vinden het minder voor de hand liggen om iets individueel op te lossen. 16 Tapscott, 1998; Veen & Jacobs, 2004 Gastcollege OICT 9-jan

9 Agenda Work & organization What is the New Way of Working? Emergence Bricks, Bytes & Behavior NWOW versus Telework Definitions & literature research (student) Research projects NWOW Analysis Monitor NWOW & Knowledge sharing 17 Kok (2012) The New Way of Working and Telework - Positioning in a Dutch context.pdf The World in which we work is changing The Internet & mobile devices offer new flexibility Remote (tele)working Flexible offices & third place working Task & result based working 18 Gastcollege OICT 9-jan

10 Intro 19 Historie van Het Nieuwe Werken Vooral in Nederland 1996: Interpolis bouwt nieuw kantoor met nieuwe inzichten van architect Erik Veldhoen (Finland: Ericsson, Digital) Klanttevredenheid van 6.1 (1996) -> 7,4 (2000) -> 8,4 (2008) In 2001 is omzet verdrievoudigd van 11 e naar 4 e plek Meer dan bezoekers, diverse projecten volgen voorbeeld 20 Gastcollege OICT 9-jan

11 Historie van Het Nieuwe Werken Vooral in Nederland 2005: Bill Gates spreekt over The New World of Work Microsoft NL vertaald whitepaper: het nieuwe werken 2008: Nieuwe kantoor Microsoft NL Work-life balance van 5,4 (1994) naar 8,3 (2008) Great place to work award ( ) Nog meer bedrijven volgen -> stroomversnelling Rabobank Unplugged Philips Workplace Innovation 2011: PWC berekent dat HNW de NL samenleving 5,6 tot 8,7 miljard euro kan opleveren 21 Why the Nederlands? Cultural dimensions - Hofstede Possibly an explanation can be found in the cultural readiness. Hofstede defines 4 dimensions: 1. Power distance: the degree of hierarchy and acceptance of autocratic leadership; 2. Individualism vs. collectivism: the degree of group or family thinking; 3. Masculine vs. feminine: the degree of role thinking and caring, but also mutual respect; 4. Uncertainty avoidance: the degree of desired safety and rules. 22 Gastcollege OICT 9-jan

12 Power Distance High Russia Venezuela China Indonesia India Brazil France South Korea Japan Italy United States Netherlands Sweden Denmark Low Why the Nederlands? Cultural dimensions - Hofstede Individualism vs. Collectivism Individualistic United States Netherlands Italy Denmark France Sweden India Japan Russia Brazil China South Korea Indonesia Venezuela Collective Masculine vs. Feminine Masculine Japan Venezuela Italy China United States India Brazil Indonesia France South Korea Russia Denmark Netherlands Sweden Feminine Uncertainty avoidance High Russia Japan France South Korea Venezuela Brazil Italy Netherlands Indonesia United States India China Sweden Denmark Low Dutch culture: dialogue and consensus, personal responsibility, mutual respect and entrepreneurship. 23 Definitions of the New Way of Working Het systematisch verbeteren van de manieren van werken in organisaties (SER) Slimmer werken (Innovatieplatform) The New Way of Working is as a vision for making work more effective, efficient, pleasurable and valuable for both the organization and the individual. This is achieved by placing people center-stage and, within limits, giving them the space and freedom to determine how they work, where they work, when they work, what they work with and with whom they work. The New Way of Working aims to touch people s intrinsic motivation and entice them into giving their best in their work. (Bijl, 2010) 24 Gastcollege OICT 9-jan

13 Definitions of the New Way of Working New work is characterized by a mobile, networked technology, project-managed organization, and new office designs. The office designs are explicitly motivated by the wish to facilitate creativity, knowledge sharing and communication, carried out across a variety of settings: office, home, airports, coffee shops and cars. (Bødker & Christiansen, Center for New Ways of Working in Denmark) The New Way of Working can be defined as a vision for the organization of work and the work environment in such a way that employees are enabled and motivated to work in an optimal way, that suits them best, in order to improve employee satisfaction and work-life balance. Key elements in this vision are the freedom and trust to be able to work anyplace and anywhere, a result oriented way of working, and offices with activity-based workplaces, that are designed to enhance interaction, engagement and creativity. (de Kok, 2014) 25 4 working principles of the New Way of Working Een organisatie die maximaal anticipeert op de nieuwe werkelijkheid is een organisatie die: 1. haar medewerkers in staat stelt onafhankelijk van tijd en plaats te werken; any time, anywhere 2. haar medewerkers consequent stuurt op resultaat; manage your own work 3. zorgt dat haar medewerkers vrij toegang hebben tot en gebruik kunnen maken van kennis, ervaringen en ideeën; Unlimited access and connectivity 4. en gebaseerd is op flexibele arbeidsrelaties (arbeidsverhoudingen en contractvormen); my size fits me. 26 Baane R., Houtkamp P., & Knotter M. (2010) Gastcollege OICT 9-jan

14 Top-10 reasons for NWOW And their realization 27 (Meulen, 2014) Top-10 expectations of NWOW And their realization 28 (Meulen, 2014) Gastcollege OICT 9-jan

15 Top-10 obstacles against NWOW Before and after 29 (Meulen, 2014) Agenda Work & organization What is the New Way of Working? Emergence Bricks, Bytes & Behavior NWOW versus Telework Definitions & literature research (student) Research projects NWOW Analysis Monitor NWOW & Knowledge sharing 30 Gastcollege OICT 9-jan

16 The 3 B s 3 dimensions Bricks, Bytes & Behavior The implementations of New Way of Working at organizations seem to be characterized by the combination of the aspects in three dimensions: 1. Bricks: the physical dimension; the work environment 2. Bytes: the technological dimension; the use of information technology 3. Behavior: the personal dimension; work relations and the organization of work. 31 Baane et al., 2010 & Kok, 2013 De 3 B s zie je vaak terugkomen Voorbeeld Schiphol (intranet) 32 Gastcollege OICT 9-jan

17 Bricks The physical dimension Inrichting van de werkomgeving met als doel het werk taakgerichter te kunnen vervullen. Concentratieplekken Flexplekken Vergaderplekken Ontmoetingsplekken Relaxplekken Bieden van een inspirerende werkomgeving Plezieriger werkomgeving Gevoel van trots op eigen bedrijf Bricks The physical dimension Besparing op kantoorkosten Gemiddelde werkplek staat 50 tot 70% leeg door afwezigheid / vakantie, vergaderingen, ziekte,.. Vermindering files > files / jaar Verloren uren > 70 miljoen / jaar Kosten > 1 miljard / jaar Besparing voor millieu Carbon footprint 34 Gastcollege OICT 9-jan

18 Before Bricks Schiphol After 35 Bricks Schiphol 36 Gastcollege OICT 9-jan

19 Bricks Schiphol 37 Bricks Microsoft 38 Gastcollege OICT 9-jan

20 Bricks Microsoft 39 Bricks Microsoft 40 Gastcollege OICT 9-jan

21 Bricks Microsoft 41 Bricks Er zijn wel grenzen 42 Gastcollege OICT 9-jan

22 Bricks De werkelijkheid is vaak weerbarstig 43 Bricks Inspirational offices Creating more attractive workspace can be combined with less costs per employee (Gillen & Jeffery, 2014). Before After Workspace is an atractive aspect of the job 21% 58% Workspace creates a stimulating atmosphere 18% 45% Total square footage per employee Furniture cost per employee $ $ Capital cost per employee $ $ Hours lost per employee per year to noise Hours lost per employee per year to drop-by-visitors Onderzoek Regus (2011) Gastcollege OICT 9-jan

23 Bricks Third place working Home or office no longer single working places Growth third place working; e.g. Seats2meet 45 Onderzoek Regus (2011) Bytes The technological dimension Overal altijd kunnen werken Volledige toegang tot (bedrijfs)netwerken & data Toegang tot alle (bedrijfs)applicaties Vituele communicatie Concurrent werken aan documenten Videoconferencing Kennis delen Social media Vrijheid van hardware & eigen devices Desktop, laptop, tablet, smartphone Bring Your Own Device, BYOD; eigen laptop, smartphone, tablet Gastcollege OICT 9-jan

24 Bytes Bring Your Own Device Because of security BYOD is often not promoted The reality is that employees already bring their personal devices to work (Gillett, 2012; Citrix, 2013). Forrester Research found that 52% of the information workers use three or more devices for work. They predict that by 2016 there will be 760 million tablets in use, most for use both at work and at home (Gillett, 2012). Alternative for BYOD is CYOD: Choose Your Own Device, company secure options for mobile working. 47 Behavior 48 Gastcollege OICT 9-jan

25 Behaviour The personal dimension 49 Empowerment & trust Empowerment, delegation & autonomy Results & productivity Result contract & Accountability Performance & productivity Social relations Face-to-face contact Manager-employee relation Work-life balance Family-work conflicts Flexibilty & freedom Satisfaction & development Employee & job satisfaction Passion & happiness Job & personal development Work-life balance De regisseur van je eigen agenda Van aangesturing naar zelfsturing Niet een kantoor en een tijd, maar de ruimte; altijd en overal kunnen werken: van place naar space Wanneer ben je het productiefst? Wanneer ga je het liefst tennissen? Wat motiveert je het meest? Het probleem is niet het (over)werken maar het niet meer kunnen stoppen 50 Gastcollege OICT 9-jan

26 Productivity The ethics of telecommuting How productive is the Teleworker? 51 Agenda Work & organization What is the New Way of Working? Emergence Bricks, Bytes & Behavior NWOW versus Telework Definitions & literature research (student) Research projects NWOW Analysis Monitor NWOW & Knowledge sharing 52 Gastcollege OICT 9-jan

27 NWOW and Telework Synonym or evolution? Telework first appeared in the 70 s Much scientific research on effect of teleworking on the teleworker and organization NWOW first appeared in the 90 s, mainly in NL. Is Telework basically the same as NWOW? is NWOW a Telework maturity level? Is NWOW a new phenomenon? Many companies (in NL), that had previous arrangements for Telework, go through a transformation process when implementing the concepts of NWOW. (Baane in Bellefroid, 2012) 53 Telework In NL and abroad In the Netherlands an ever growing number of employees consider themselves to be teleworkers : The number of employees working five to six hours per week at home rose from 25% in 2005 to 27% in In 2005 the most advanced countries, like Finland and the UK, showed figures around 8% teleworking (Ruiz & Walling, 2005). The number are however growing (Forrester, 2014). 54 Gastcollege OICT 9-jan

28 Telework Definitions have 3B similarities Dimartino & Wirth (1990) found Telework relies on three main concepts: organization, location and technology which are used in varying combinations. Baruch (2000) also defines Telework with 3 concepts: 1. Location of the workplace, which means it is partially or fully independent from the location of the employer, contractor, client etc.; 2. Use of information technology (IT), mainly personal computers, , faxes and telephones; and 3. Organizational form and communication link to the organization. The last one may consist of several modes home based, mobile working, and telework centers. 55 NWOW & Telework Differences Schedule and location flexibility One could argue Telework is basically location flexibility: working at home or in the office, where NWOW is schedule and location flexibility. Their impact differs (Possenriede, 2014). Schedule flexibility Location flexibility Work-life balance ++ o Job satisfaction Career development o Absenteeism Working hours o o 56 Note: +, - and o indicate a positive, negative, or no significant association between the flexibility and the outcome variable. ++ and -- indicate a strong and highly significant association. Gastcollege OICT 9-jan

29 NWOW & Telework Comparison of literature How can you compare literature sources? 129 journal papers on Telework 19 sources on NWOW (books, papers, thesis) Execution of comparison: Gather literature from scientific catalogs & other sources Gather topics and often encountered keywords (labelling) Group keywords by topics, under Bricks, Bytes & Behavior Create queries for each keyword and run query on Telework and NWOW literature Gather query results in node-tree and aggregate numbers Prepare comparison charts & graphs 57 Research approach Literature research Grounded Theory approach (Urquhart, 2001). Analysis of 148 literature sources using Nvivo Clustering of (78) topics under (13) themes Grouping of themes under dimensions (3B s): Bricks, Bytes and Behaviour 58 Gastcollege OICT 9-jan

30 Using software: Mendeley (Free) Library catalog & search engine 59 Using software: Mendeley (Free) Library catalog & search engine Gastcollege OICT 9-jan

31 Using software: Nvivo Literature research analysis database Duur (>250 euro), maar voor studenten op surfspot.nl met je Solis account een licentie voor een jaar te krijgen voor 6 euro. 61 Nvivo & Excel Sources by year 62 Gastcollege OICT 9-jan

32 Nvivo Word frequency query Analysis model Based on literature research 64 Gastcollege OICT 9-jan

33 Dimensions & themes (1.) Physical dimension - Bricks (2.) Technological dimension - Bytes (3.) Personal dimension - Behaviour Themes Themes Themes Flexible workplace Devices Results & accountability Workplace design Information technology Productiviity & performance Office design Virtual work environment Trust & autonomy Costs & savings Any time any place Managerial control Environmental effects Knowledge sharing Social relations Social media Flexibility & freedom Satisfaction & development Work-life balance Culture & motivation 65 (1) Physical dimension (Bricks) (2) Technological dimension (Bytes) (3) Personal dimension (Behaviour) Theme Keyword Theme Keyword Theme Keyword Flexible workplace flexible workplace Devices devices Results & accountability result oriented workplace flexibility hardware results contract hot desk laptop accountability smartphone responsibility Workplace design workplace design work environment Information technology information technology Productiviity & performance productivity activity based ICTs performance ICT usage Office design office design communication technologies Trust & autonomy autonomy open office new technologies delegation meeting place empowerment physical space Virtual work environment virtual work environment trust virtual workplace Costs & savings real estate cost digital workstyle Managerial control managerial control cost savings connectivity control mechanisms overhead costs accessibility of information command and control profitability paperless exercise control teleconferencing supervisor Environmental effects sustainability video conferencing supervision environmental impact videoconferencing carbon Social relations face-to-face CO2 Any time any place any time manager-employee any place social networks anywhere Flexibility & freedom flexibility Knowledge sharing knowledge sharing freedom sharing knowledge knowledge exchange Satisfaction & development employee satisfaction job satisfaction Social media social media personal development Twitter Facebook Work-life balance work-life balance work-life conflict work and family work-family children Culture & motivation organizational culture company cultural motivation motivated passion Gastcollege OICT 9-jan

34 Nvivo Nodes Nvivo Queries Gastcollege OICT 9-jan

35 Nvivo Results of queries in node trees Overall analysis NWOW: more focus on Bricks 70 Gastcollege OICT 9-jan

36 Bricks - analysis NWOW: large focus on office design 71 Nvivo Tree map of # references for NWOW 72 Gastcollege OICT 9-jan

37 Nvivo Tree map of # references for Telework 73 Analysis of results Using Excel 74 Gastcollege OICT 9-jan

38 NWOW & Telework Differences Bricks: Telework: Focus on location of the workplace: partially or fully independent from the location of the employer. NWOW: More focus on office design and workplace design. Some more focus on environmental aspects. Bytes Telework: Use of information technology (IT) to enable remote working. NWOW: Work anywhere using IT, mobile devices, virtual meetings, social media, knowledge sharing. Behavior Telework: Focus on productivity and performance, autonomy vs. managerial control and work-life balance NWOW: Autonomy of work, freedom to arrange own work tasks, result based work arrangements 75 Agenda Work & organization What is the New Way of Working? Emergence Bricks, Bytes & Behavior NWOW versus Telework Definitions & literature research (student) Research projects NWOW Analysis Monitor NWOW & Knowledge sharing 76 Gastcollege OICT 9-jan

39 NWOW Analysis Monitor Voorbeeld van een afstudeerstage Afstudeerder: Jonas Koops Stagebedrijf: Qurius Begeleiders UU: Remko Helms, Arjan de Kok Doel: HNW Bedrijfsmonitor ontwikkelen Analysetool, gap analyse met verbetervoorstel Aanpak: (Literatuur)onderzoek naar HNW en meetassen Uitwerken monitor in model met begeleidend schrijven Testen monitor bij pilot bedrijf en reeks bedrijven Opstellen thesis en paper met resultaten 77 Research question Knowledge problem How can organisations optimally benefit from the concepts of the New Way of Working? What is their current situation? What is their (desired) future situation? Where are the biggest gaps? Knowledge problem solution Develop a tool to enable the insight of organisations on their current & future situation and gaps NWOW Analysis Monitor 78 Gastcollege OICT 9-jan

40 Design Research Approach General methodology Knowledge can be enlarged by creating an artifact Improve artifact (monitor) by itterations (repetitions) Vaishnavi & Kuechler (2004) 79 Design Research Approach Process Evaluation of artifact (monitor) in two cases Yin (2009) 80 Gastcollege OICT 9-jan

41 NWOW Analysis Monitor Example questionnaire 81 Calculation model Themes W = Weight factor, R = Rating in % 82 Gastcollege OICT 9-jan

42 Calculation model Dimensions R = Relevance factor 83 Example 84 Gastcollege OICT 9-jan

43 Agenda Work & organization What is the New Way of Working? Emergence Bricks, Bytes & Behavior NWOW versus Telework Definitions & literature research (student) Research projects NWOW Analysis Monitor NWOW & Knowledge sharing 85 NWOW & Knowledge sharing Voorbeeld van een afstudeerstage Afstudeerder: Bart Bellefroid Stagebedrijf: UU Begeleiders UU: Remko Helms, Arjan de Kok Doel: Effect van HNW op kennis delen in organisaties Wordt kennis meer informeel gedeeld? Verandert het gebruik van middelen channel choice Aanpak: (Literatuur)onderzoek en expert interviews HNW & KM Opzetten scenario s Case onderzoek bij 3 bedrijven Opstellen thesis en paper met resultaten 86 Gastcollege OICT 9-jan

44 Knowledge sharing Definitions What is knowledge? Knowledge is a fluid mix of framed experience, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information. It originates and is applied in the minds of knowers. In organizations, it often becomes embedded not only in documents or repositories but also in organizational routines, processes, practices, and norms. (Davenport & Prusak, 1998) 87 Knowledge sharing Definitions What types of knowledge workers are there? Anchor, Connector, Gatherer, Navigator (Green & Myerson, 2100) 88 Gastcollege OICT 9-jan

45 Defining a Unified Model Factors that influence knowledge sharing Level of sensitivity (Snyder & Lee-Patridge, 2009) 1. Sharing general organizational information; 2. Sharing sensitive organizational information; 3. Sharing general project information; 4. Sharing sensitive project information. Impact of culture (De Long & Fahey, 2000) a) Vertical interaction with (senior) management, b) Horizontal interaction with individuals at the same level in the organization, and c) Special behaviour for teaching and dealing with mistakes. Impact of trust (Ipe, 2003) I. The trust, power and status of the recipient: the level of familiarity with a superior or a colleague influences the motivation to share knowledge. 89 Defining a Unified Model Scenarios for knowledge sharing Scenarios General information Sensitive information Level Familiar Unfamiliar Familiar Unfamiliar Organization 1 2 Project team 3 4 Superior Colleague Example: Imagine you find out that on a regular basis items have been stolen from the stockroom where only you and your project members have access to. How would you share this knowledge with your project leader? Sensitive information Familiar Superior Scenario 6 90 Gastcollege OICT 9-jan

46 Yin: multi-case case design with embedded units of analysys 91 Research set-up Multi-case companies implementing NWOW Traditional, Non-NWOW workers NWOW workers Case 1 ProcessCorp, a 22,000 empl. Multinational Case 2 EnergyCorp, a 4,300 empl. Energy providor Case 3 SoftwareCorp, a 15,500 empl. SW devel.comp. 18 interviews x 12 scenarios = 216 results Interviews recorded, tabulated and reviewed 92 Gastcollege OICT 9-jan

47 Channel choice Sharing general and sensitive information Less face-to-face communication More video calls 93 More channels Formal vs. Informal communication Sharing general and sensitive information Less formal communication 94 Gastcollege OICT 9-jan

48 Type of knowledge worker and channel choice Does mobility influence the use of channels? Less face to face More video calls More phone calls 95 NWOW & Knowledge sharing Voorbeeld van een afstudeerstage Afstudeerder: Roel Esten Stagebedrijf: Earnst & Young Begeleiders UU: Remko Helms, Arjan de Kok The influence of NWOW principles on Knowledge sharing Verdieping onderzoek Bart Bellefroid Wat voor kennis wordt gedeeld en invloed HNW Aanpak: (Literatuur)onderzoek en expert interviews HNW & KM Case onderzoek bij 5 bedrijven Gebruik monitor bij onderzoek Opstellen thesis en paper met resultaten 96 Gastcollege OICT 9-jan

49 Knowledge sharing Definitions What types of knowledge are there? Tacit and Explicit 97 Analysis type of knowledge and sharing What knowledge is shared in which way 98 Gastcollege OICT 9-jan

50 Knowledge scharing tools For sharing tacit knowledge 99 Analysis of NWOW maturity level AS-IS and TO-Be situation 100 Gastcollege OICT 9-jan

51 Type of knowledge worker vs. Type of knowledge 101 Type of knowledge worker vs. NWOW maturity and knowledge type 102 Gastcollege OICT 9-jan

52 NWOW vs knowledge sharing 103 Literatuur Het nieuwe werken ontrafeld Als boek en e-boek te koop Legt uit wat HNW is en de 3B s Schrijven concluderen dat hoewel ze overtuigd zijn dat het, vroeg of laat, noodzakelijk is om in beweging te komen en Het Nieuwe Werken te omarmen, onderzoek leert dat het oude werken nog niet zomaar heeft afgedaan. Zij zijn er van overtuigd dat de succesfactor zit in een effectieve mengvorm, waarbij situationeel wordt afgewogen welke werkprincipes het beste passen bij een (geleidelijk) veranderende omgeving. Voor veel organisaties blijkt een mix tussen óud en nieuw de beste oplossing Gastcollege OICT 9-jan