Renewal and Personal Mastery in Knowledge-Based Organisations: The Case of a Finnish ICT-Company

Renewal and Personal Mastery in Knowledge-Based Organisations: The Case of a Finnish ICT-Company

Päivi Lohikoski (University of Oulu, Finland)
DOI: 10.4018/978-1-61520-873-9.ch010
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Abstract

Being knowledge management crucial to companies, it seems reasonable to understand an organisation intellectual capital. The three leading components of intellectual capital (human capital, structural capital and relational capital), are intrinsically bounded to the organisational ICT system, organisational structure, and to workers personal mastery. Nonetheless, in order to evolve organisational intellectual capital it is required a high level of personal mastery, which is clearly bounded to human resources. Therefore, this chapter aims to promote a theoretical and empirical discussion in order to understand the diverse dimensions between renewal, personal mastery, and employee wellbeing within a knowledge-based organisation (Finnish ICT-company). For that, the chapter is divided into six major sections: the research questions; theoretical framework and main concepts; the case study organisation and research methods applied; findings; discussion; and future research.
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The Research Questions

Traditionally, human resource (HR) managers have been responsible for enhancing and developing the organisational knowledge that resides in people. IC, however, belongs to the organisation as a whole. Organisational structures should support the development of organisational knowledge and competencies based on it, transforming those competencies into the property of the entire organisation. Before IC can be measured or developed, its present state must be investigated: existing processes and structures and their effects must- for instance- be known. By acknowledging the present state of competencies and their related renewal ability, the present state of an organisation’s IC can be investigated and its commitment issues shared. To understand developing activities is part of investigating the present state of IC, because an organisation must balance economical objectives and intangible resources (Rastas & Einola-Pekkinen, 2001). In this study, the author examines organisational renewal through the central issues of its IC, including knowledge management (KM), relations with business partners, and structural capital, a critical factor between the human capital and the customer capital of an organisation. The research questions were set out as follows:

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