IRMA-International.org: Creator of Knowledge
Information Resources Management Association
Advancing the Concepts & Practices of Information Resources Management in Modern Organizations

The 24-Hour Knowledge Factory: Work and Organizational Redesign and Associated Challenges

The 24-Hour Knowledge Factory: Work and Organizational Redesign and Associated Challenges
View Sample PDF
Author(s): Amar Gupta (University of Arizona, USA), Satwik Seshasai (IBM and MIT, USA), Ravi Aron (John Hopkins University, USA) and Siddharth Pareek (University of Arizona, USA)
Copyright: 2010
Volume: 23
Issue: 4
Pages: 17
Source title: Information Resources Management Journal (IRMJ)
Editor(s)-in-Chief: Mehdi Khosrow-Pour (Information Resources Management Association, USA)
DOI: 10.4018/irmj.2010100103
ISSN: 1040-1628
EISSN: 1533-7979

Purchase

View The 24-Hour Knowledge Factory: Work and Organizational Redesign and Associated Challenges on the publisher's website for pricing and purchasing information.

Abstract

The term “24-Hour Knowledge Factory” connotes a geographically dispersed team of workers in which members of the team work on endeavors on a continous basis. This work has five defining features: (i) the same body of work is processed sequentially and handed one unit to another; (ii) the handover of work is characterized by short cycle times and the frequency of handover is greater than in traditional offshore work; (iii) the functional units of the 24-Hour Knowledge Factory operate in a peer-to-peer relationship where each functional unit audits the work of other units; (iv) the knowledge transfer between the different work units and work history between units is effected through specialized mechanisms and a distributed human agency called the composite personae; and (v) the constituent units of the 24-Hour Knowledge Factory feature similar work capabilities, as opposed to the more traditional model of global teams where the distributed teams usually possess complementary work capabilities. The distributed units of the 24-Hour Knowledge Factory work on the same body of work and do very similar work; therefore, the units have nearly identical capabilities. The authors identify two sets of research issues surrounding this phenomenon that fall within the technical paradigm and the organizational paradigm of information systems.

Related Content

Enabling Quality Assurance Analytics through the Use of Information Systems: The Case of a Juice Manufacturing Company
Au Vo, Rahul Bhaskar. © 2014. 13 pages.
View Details View Details PDF Full Text View Sample PDF
Data Analysis for Dynamic Pricing in Airline: The Role of Tactical Pricing
Rahul Bhaskar. © 2014. 9 pages.
View Details View Details PDF Full Text View Sample PDF
Community Issues in American Metropolitan Cities: A Data Mining Case Study
Brooke Sullivan, Sinjini Mitra. © 2014. 17 pages.
View Details View Details PDF Full Text View Sample PDF
Spatial Analytics for Rancho Cucamonga: A City on a Map
Omer A. Alrwais, Brian N. Hilton. © 2014. 10 pages.
View Details View Details PDF Full Text View Sample PDF
Current and Future Trends in Human Resources Analytics Adoption
Bhushan Kapoor, Yaggeta Kabra. © 2014. 10 pages.
View Details View Details PDF Full Text View Sample PDF
Using Pattern Recognition in Decoding Hazard Analysis and Critical Control Points (HACCP) for Quality Assurance: The Case for a Start-up Company
Rahul Bhaskar, Au Vo. © 2014. 13 pages.
View Details View Details PDF Full Text View Sample PDF
Engagement with Social Media Platforms via Mobile Apps for Improving Quality of Personal Health Management: A Healthcare Analytics Case Study
Sinjini Mitra, Rema Padman. © 2014. 17 pages.
View Details View Details PDF Full Text View Sample PDF
Body Bottom