Managing knowledge-based resource capabilities under uncertainty

• 成果类型: Article
• 署名作者: Carrillo, JE; Gaimon, C
• 署名单位: State University System of Florida; University of Florida; University System of Georgia; Georgia Institute of Technology
• 刊物名称: MANAGEMENT SCIENCE
• ISSN/ISSBN: 0025-1909
• DOI: 10.1287/mnsc.1040.0234
• 发表日期: 2004
• 页码: 1504-1518
• 关键词: knowledge-based resource capabilities; process change; workforce training; KNOWLEDGE MANAGEMENT; managerial systems; uncertainty

摘要

A firm's ability to manage its knowledge-based resource capabilities has become increasingly important as a result of performance threats triggered by technology change and intense competition. At the manufacturing plant level, we focus on three repositories of knowledge that drive performance. First, the physical production or information systems represent knowledge embedded in the plant's technical systems. Second, the plant's workforce has knowledge, including diverse scientific information and skills, to effectively operate the technical systems. Third, the firm's managerial systems embody knowledge in the form of goals, reward systems, and control and coordination systems. Taken together, we consider the technical systems, workforce knowledge, and the managerial systems as the plant's knowledge-based resource capability. Two normative models are introduced offering insight on how plant performance is impacted by investments in workforce knowledge (training) or the technical systems (process change). The models explicitly recognize that the outcome of investments in knowledge-based change is uncertain due to factors including technical problems, worker resistance, and limited financial resources. Also, we recognize that workforce knowledge may be deployed to mitigate the outcome uncertainty encountered with process change. Investments in knowledge-based change cannot be fully understood in isolation of the managerial systems. In one model, the plant manager is motivated by an incentive system that rewards the realization of a threshold goal, whereas in the other model the incentive system emphasizes the realization of meeting a particular target goal. We also investigate the impact of the manager's view of uncertainty (her willingness to absorb risk), which is influenced by the managerial systems. Results show that different characterizations of the managerial systems have a profound effect on managerial behavior and plant-level performance.