A.
Gatekeepers, Information, Stars, and Boundary
Spanners
Gatekeepers
is a words that used in Military, to explain how do militaru can gain their
knowledge although they are so closely. In
much firm and organization, information flow always being done. It propose to
gain knowledge in every department and division. But it’s different with Military
that always closed in information share. In Allen’s study in Military’s
Resource and Development and Procurement, he explain that military always
oversaw and guarded the gates of information flow through which external
information reached the projects. And then Allen use it words and explain its
in sociometric stars. In Allen’s study, he categorize the information flow in
two category, first in the large organization and second in a projects. The categorize
are distinguish in several things there are:
a. Extensive
communication with their field outside of the organization
b. Greater
perusal of information sources, journals, etc., information mavens
c. A
high degree of connectedness with other information stars, one can infer that
their utility was not just having more information at their fingertips, but
knowing to whom to turn within the organization for further information.
One
of the more intriguing of Allen’s findings, given the context and the nature of
security restrictions, made less use of external consultants. The teams with
better gatekeepers needed external consultant less, and consequently, used them
less.
Information
flow structure was not at all closely related to the formal organizational
structure, and that the information stars did not map onto any consistent
pattern of organizational placement or level. The relationship between formal
organizational structure and the information flow structure also seems to be
part a function of the larger corporate culture, where the information flow structure
constrained to adapt itself to the formal organizational structure.
Tushman
, further extended Allento examined development activities, both in
departmental level and at the project level. And as the result, he introduced
and added the concept of “boundary spanning” to describe very much the same
phenomenon that Allen described as gatekeeping. Boundary spanners should be
recognized, utilized, and nurtured for facilitating project success.
B.
Research Productivity and Knowledge
Relationship
between research productivity and the information environment was being done. As
the results, it found several categorize of the more productive companies, that
characterized by:
a. Relative
egalitarian structure with unobstrusive status indicators
b. Less
concern with protecting proprietary information
c. Greater
openness to outside information
d. Greater
information systems development effort
e. Greater
end-user use of information systems and more encouragement of browsing and
serendipity
C.
Lack of Recognition of These Findings in
the Business Community
The
lack of recognition of even obtuseness to the importance information and
information related managerial actions in the business community. Many study
propose for find the effectiveness and conduciveness in their business process,
but none of them captured and use it as a non information related management behaviors
measured had any discriminatory value. Here, given the inability to find any
significance for other managerial factors, the failure to remark upon the
importance of information and knowledge factors can truly be described as
remarable.
D.
Community Based Models
Community
of Practice is which descends logically, stream of development has been cited
frequently as an important knowledge sharing model. This model is based on the premise
that organizational members with similar interests or practices meet to discuss
issues of mutual concern and to help each other solve problems.
Group
Decision Support Systems (GDSS), were originally conceived of as collaborative
tools where groups came together, participated in brainstorming and then, through
human facilitations, voted on items and issues important to the organization. These
system work well in a face-to-face situation where immediate feedback can be
given and display. And then the development of this system using web based DSS
vary in quality from the mundane to sophisticated tools such as diagnosing
illness and suggesting appropriate.
After
all of the process, knowledge management continued to the repository system, that
is a space to store and retrieve knowledge objects has long been a standard in
KM programs. Consider the knowledge, knowledge in organizations as socially
distributed collective activity systems, and emphasizes the significance of
incoherence and dilemma as the key issues in social systems.
No comments:
Post a Comment