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Paradigm Shift: Knowledge Workers as Digital Nodes on a Network

Paradigm Shift: Knowledge Workers as Digital Nodes on a Network

Bruce Kavan (University of North Florida, USA) and Lakshmi Goel (University of North Florida, USA)
Copyright: © 2022 |Pages: 7
DOI: 10.4018/978-1-6684-3453-6.ch013
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Abstract

The pandemic has accelerated the rate of change for knowledge workers from the traditional office work environment to a more remote or digital environment. In the “resignation era,” more than money, people are looking for more flexibility and control over their lives. All these factors seem to suggest a trend towards a hybrid model or virtualization in the workforce. This suggests that we need to view knowledge workers as nodes on a network, capable of accomplishing appropriate outcomes from virtually anywhere. This requires different recruitment, management, and leadership styles to better utilize the power of networking. This networked approach to knowledge work transcends geo-political boundaries which will shift employment into a more global ecosystem not just with business processing organizations (BPOs) but also into individual entrepreneurs. This extension of the ecosystem thus provides access or expands the pool of skilled knowledge workers without regard to the source of talent, relocation expense, or immigration quotas.
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Nodes On A Network

In the above-described workflow example, each of the departments and even the individual within those departments becomes a node on a network. Management monitors and shapes network traffic for volume and adjusts resources accordingly to optimize the flow of work. We measure efficiency as the ratio of output to input (velocity through the network) but effectiveness is based upon the how well the output meets the needs of the successive organizational function or customer.

Thus, the individuals become nodes on a network and each of the functional area (sales, fulfillment, shipping, etc.) may be considered a cluster of nodes (a group of individuals) whether physically together or remotely distributed. This is the same approach as outsourcing. Take payroll for an example. Payroll processing could be down the hall, in another building, or at another organizational location or the function could be outsourced to another company. In outsourcing, the entire cluster of nodes may be under the managerial control of another organization. Organizations can be virtual like plug and play in a “lego block” fashion such that if the outsourcing provider doesn’t measure up to cost (efficiency) and quality (effectiveness) expectations, they are easily replaced with another provider by swapping one cluster of nodes for another or removing one Lego block and snapping in another. Such organizations are made up clusters of nodes. Part of the “coordinating” organization (or managerial cluster) or “operating” node serves as the feedback mechanism.

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