Practice-based exploration of knowledge, knowing and knowledge management
Date
2021-07-16
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Abstract
Kas teadmised, mida inimesed oma igapäevatöös kasutavad on personaalsed või kollektiivsed? Tunne midagi teada on tuttav igale inimesele. Samas, ilma võimaluseta teistelt õppida, teaksime väga vähe. Teadmised tekivad isikliku kogemuse kaudu, aga veendumus nende õigsuses kujuneb paljuski kollektiivse heakskiidu kaudu. Doktoritöö esitab küsimuse, kuidas personaalne ja kollektiivne teadmine üksteist kujundavad ja kuidas mõjutavad seda erinevad teadmusjuhtimise praktikad – tegevused teadmiste loomiseks, talletamiseks ja taas- kasutamiseks.
Teadmusjuhtimisega saab tegeleda organisatsiooni tasandil, läbi kindlate tööprotsesside, mille eesmärgiks on organisatsiooni areng. Aga teadmusjuhtimisega saab tegeleda ka personaalsel tasandil, oma vabast ajast, eesmärgiga toetada isiklikku arengut ja karjääri. See on laiem kui üks töösuhe. Kas need kaks poolt on üksteist toetavad või konkureerivad?
Tuleb välja, et mõlemat. Suur osa teadmistest, mida töötajad organisatsioonis rakendavad, on loodud personaalselt, eesmärgiga toetada omaenda professionaalset arengut. Teadmiste loomine ja talletamine isiklikul tasandil ei tähenda, et inimesed ei oleks valmis neid organisatsioonis jagama ja kasutama. Küll aga ilmnes, et sarnase funktsiooniga teadmusjuhtimise praktikate puhul eelistasid töötajad enda personaalseid lähenemisi organisatsiooni omadele. Näiteks, selle asemel, et koguda erialaseid artikleid ettevõtte serveris asuvasse kausta, hoiti neid oma isiklikel pilveteenuse kontodel.
Mida mitmekesisemaks ja individualistlikumaks muutub tööalane maailm, seda olulisem on mõista personaalse ja kollektiivse teadmuse teineteist loovat kooseksisteerimist. Doktoritöö annab selleks oma panuse.
Is the knowledge that people use in their everyday work personal or collective? To know something is a familiar feeling to everyone. However, without the opportunity to learn from others, we would know very little. Knowledge emerges through personal experience, but is legitimised through collective approval. The thesis asks how do the personal and collective dimensions of knowledge interact and how is it affected by various knowledge management practices – activities aimed at creating, sharing and reusing knowledge. Knowledge management can be pursued on the organisational level through formal work processes aimed at supporting organisational development. Knowledge can also be managed personally, beyond the role of an employee, with persons’ own means and resources to support personal development and career. Do these two sides support or compete with each other? Turns out, that both. Knowledge, that people use in organisations, is often acquired personally, with the aim to support one’s own professional development. Managing knowledge personally does not mean that people would not be willing to share and use it in organisation. However, it was found that when formal and personal knowledge management practices had similar functions, people preferred personal practices to organisational ones. For example, instead of storing articles on a company server, people preferred their own cloud accounts. The world of professional work is becoming more diverse and individualist. Because of this, it is necessary to better understand how are individual and collective knowledge interconnected. Current thesis contributes to this aim.
Is the knowledge that people use in their everyday work personal or collective? To know something is a familiar feeling to everyone. However, without the opportunity to learn from others, we would know very little. Knowledge emerges through personal experience, but is legitimised through collective approval. The thesis asks how do the personal and collective dimensions of knowledge interact and how is it affected by various knowledge management practices – activities aimed at creating, sharing and reusing knowledge. Knowledge management can be pursued on the organisational level through formal work processes aimed at supporting organisational development. Knowledge can also be managed personally, beyond the role of an employee, with persons’ own means and resources to support personal development and career. Do these two sides support or compete with each other? Turns out, that both. Knowledge, that people use in organisations, is often acquired personally, with the aim to support one’s own professional development. Managing knowledge personally does not mean that people would not be willing to share and use it in organisation. However, it was found that when formal and personal knowledge management practices had similar functions, people preferred personal practices to organisational ones. For example, instead of storing articles on a company server, people preferred their own cloud accounts. The world of professional work is becoming more diverse and individualist. Because of this, it is necessary to better understand how are individual and collective knowledge interconnected. Current thesis contributes to this aim.
Description
Väitekirja elektrooniline versioon ei sisalda publikatsioone
Keywords
knowledge management, knowledge, work practice, theoretical aspects, competence