M.Com. (Business Management) / The knowledge economy developed out of the need for more complex products and services. The workers who are able to create such complex products and services are called knowledge workers. The term knowledge worker refers to the fact that the worker needs to be able to deal with large amounts of information, analyse and then generate knowledge out of this vast wealth of data and then be able to use this knowledge to create the necessary products and services to provide a competitive advantage for the organisation. Organisations have also become more streamlined, getting rid of hierarchical layers of managers in an effort to become agile, more responsive to market demands. As a result, traditional careers that were hierarchical in nature were abandoned. Organisations now rely on each individual to take responsibility for their own career development. The issues and factors associated with such a boundaryless career system needs to be investigated to ensure that the career needs of knowledge workers are understood if they are to contribute to the sustainable competitive advantage of their organisations. The demand for knowledge workers are on the increase, yet little is known with regards to their career perceptions and attitudes. This research study focused on exploring the issues and factors affecting the career development of knowledge workers. The reliance on knowledge workers creates interesting problems for organisations as management is no longer the only career option available. Specialisation and dual career ladders are required to ensure that the knowledge residing in the minds of knowledge workers are not lost. The first part of the research focused on a qualitative approach, focusing on a literature review of knowledge, knowledge workers and lastly, the career development of knowledge workers. A questionnaire was developed based on issues and factors that the literature review uncovered. The survey was administered in the form of an online Internet survey...

The need for this research stemmed from the fact that in today’s new world of work, organisations and markets are demanding new skill sets, innovative approaches to delivery and increasingly higher performance levels. The impacts of globalisation, technology and the demand for knowledge have brought a new era in economies and organisations, resulting in new career realities. The purpose and direction of a knowledge worker’s career is no longer confined to a single employer boundary. Therein lies the opportunity for individuals to understand, manage and leverage this dynamic context for career progression and growth through the accumulation and implementation of relevant and valued career capital. This research investigated the components of career capital, the process of formation, differentiating features and their interrelationship for knowledge workers. A conceptual de jure model of career capital (Figure 6) was created from the concepts extracted from the literature review. This model was intentionally utilised as a discussion framework in the qualitative in-depth interview stage conducted with 18 respondents across the knowledge workers, human resource practitioners and recruitment specialist samples. The outcome allowed for the validation and enhancement of the de jure model. The de facto model of career capital (Figure 8) emerged from the research findings and was found to represent an integrated view of the components of career capital that are recognised in the new economy, thereby validating the literature review and contributing new insight. The outcome of this research could facilitate knowledge workers in enhancing their career capital stature in the market, making them more competitive and valued as employees. In addition, the research could provide an insightful platform for management in overseeing the new breed of workers in knowledge-based economy. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

Competitive advantage for any organisation relies on the output of knowledge workers. The more motivated the knowledge worker the more likely they are to perform. This research explores the links between motivation and performance and creates a better understanding of which motivational factors would fall within the ambit of the psychological contract. The secondary portion of the research was to clarify if different types of knowledge workers performed in response to motivation in the same way. The research was done through in-depth interviews of knowledge workers in the 4 defined clusters. A total of 26 interviews were conducted. A questionnaire using open ended questions was used to guide the interview. The interviews were recorded, and the key themes in the results were captured, transformed and analysed, after which a ranking process was done on the results. The findings were analysed from various perspectives. The research found that there are differences in the groups studied from a number of perspectives, such as; motivation and performance scores, the motivation factors, the factors that act against performance, the organisational and individual duties as would be ‘held’ in the psychological contract. The research found that most of the factors that motivate are in the psychological contract. The findings strongly recommend that management needs to fully understand and manage the unique motivators of each individual knowledge worker in order to obtain maximum performance and hence competitive advantage. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

The competitive nature of the world of work today and the resultant opportunities in global career mobility for knowledge workers is gaining momentum across industries. This emergence of the global economy has prompted the need to investigate the differences or similarities of career capital components and methods of acquisition and accrual across industries.The research was conducted in two phases. The first quantitative phase was set out to investigate career capital components and methods of acquisition in the manufacturing industry. The results obtained on phase 1, were used together with the secondary data previously obtained through three pieces of research done on career capital in three different industries, to ascertain the differences in career capital components and methods of accrual across four different industries. The total sample size representing the four industries was 200.The research has defined specific career capital components and methods used to acquire career capital that are relevant to knowledge workers in the manufacturing industry. The findings have been used to develop a model to help organisations understand the career needs of the manufacturing knowledge worker with specific enablers and core career capital highlighted. The research further helped draw conclusions on the differences and similarities of career capital components and methods used by knowledge workers across industries. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

In today's knowledge intensive society humans and human capital are at the centre of economic progress. While companies focused on achieving succes in the past by concentrating on technological advances and ensuring that their tangible assets are used to the most productive means, in the last few years there has been an understanding that the human capital of an organisation contributes significantly to the economic success of a firm.

In today's knowledge intensive society humans and human capital are at the centre of economic progress. While companies focused on achieving succes in the past by concentrating on technological advances and ensuring that their tangible assets are used to the most productive means, in the last few years there has been an understanding that the human capital of an organisation contributes significantly to the economic success of a firm.

Thesis advisor: Mary Tripsas / The technologies that knowledge workers use in the ongoing production of knowledge are becoming increasingly complex, embedding assumptions that previously would have been made by workers themselves. This dissertation aims to unpack this phenomena, exploring how knowledge workers encounter and use technologies in the ongoing construction of knowledge. I present three essays – one theoretical and two empirical – that examine how patterns of interactions shape technology use and consequently knowledge outcomes. In each essay, I draw on several theoretical lenses, including status, coordination, and behavioral strategy to build new theory on how and why technologies are used and understood. The first essay presents a theoretical model of how status dynamics can shape the way new technologies are interpreted and used, including whether or not knowledge workers seek to understand the assumptions in their technologies. The second essay draws on data from a two year ethnographic study of technology use within an investment bank, comparing how different groups validate the outputs of their technologies when theoretical and physical mechanisms are absent. The third essay examines the evolution of technology adoption and use within a knowledge work group, identifying the unique mechanism of departures as prompting shifts in use. This dissertation contributes to literature on knowledge work and the social construction of technology. / Thesis (PhD) — Boston College, 2018. / Submitted to: Boston College. Carroll School of Management. / Discipline: Management and Organization.

There has been a world-wide shift from an expectation of long-term, organisation led employment to one where knowledge workers are comfortable with driving their own careers and accruing career capital independent of the organisation. Little empirical research exists in the field of career capital. This research aims to determine the relevant components of career capital and the methods used by high - value knowledge workers to acquire their career capital. Differences in these areas, between sub-groupings, are examined, as are the reasons for future career changes. The research was conducted in a large financial institution using two phases. The first qualitative phase set out to determine valid constructs for phase two. The quantitative second phase used a structured questionnaire administered through both focus groups and electronically, with 113 high - value knowledge workers providing the data. The research findings show that high - value knowledge workers are self - monitors. They rely heavily on their emotional intelligence, social networking and a yearning for knowledge. A new model, the “symbiosis model”, has been created to facilitate a successful and symbiotic relationship between organisations and high - value knowledge workers. A set of recommendations has been provided for both. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

D.Phil. / The success of an organisation depends on the mental capability of a comparatively small number of highly proficient knowledge workers who innovate and clarify the business processes others must act on (Zemke, 2004). Many organisations utilise knowledge worker expertise to create a competitive advantage, but this expertise is not incorporated into the business processes and routine operations of the organisation. Organisational design does not create the conditions under which an organisation can optimise knowledge worker expertise (Grant, 1996). As a consequence, when the knowledge worker leaves the organisation, the knowledge created is lost and the competitive advantage is not sustainable. One of the foremost objectives of an organisation must be to optimise knowledge worker expertise to produce new products, services or ways of working for sustaining competitive advantage (Gold, Malhotra & Segards, 2001). Organisational design continues to be seen as the process of assembling and fine-tuning an organisation’s structure to achieve its goal. Much has been written about knowledge, knowledge management, the knowledge-based organisation and the knowledge worker. However, current organisational design methodologies do not place emphasis on the optimisation of knowledge worker expertise (Grant, 1996). For knowledge workers to contribute sufficiently to the production of new products, services or ways of working, consideration must be given to their motivation. Despite all our achievements in technology and product improvements, knowledge workers are not thriving in the organisations they work for because organisations are not clear about where knowledge workers fit and how their contribution is valued. Covey (2004) asserts that managers are still applying the Industrial Age control model to knowledge workers. For an organisation to succeed in the new economy, knowledge workers must be intrinsically motivated so that they can reach new heights of fulfilment (Covey, 2004).

One of the characteristics of the knowledge economy is the high level of mobility of knowledge workers. The cost of labour turnover of these key resources is high in both financial and non-financial terms. There is a need to understand what the factors are that underpin the retention cognitions of knowledge workers in order that organisations may try to reduce the labour turnover of these key employees or to minimise its effects. Literature Research The review of pertinent literature was grouped under the following headings: the new world of work in a knowledge based economy; labour turnover (including its antecedents and consequences); retention; and demographic differences. The review revealed: the high costs associated with the turnover of knowledge workers; the low level of predictive ability of the antecedents of organisational withdrawal; and the wide range of variables considered to impact on knowledge workers’ retention cognitions. The literature also showed that most research had been carried out in single industries and had focused on one or two variables. No literature was found that used multivariate approaches to the problem of knowledge worker retention. Empirical Research Objectives The primary research aim was to determine what factors are important to knowledge workers when they decide to stay with or leave their employing organisation. A secondary aim was to determine if the sample was homogeneous in terms of these retention cognitions or whether they could be segmented into meaningful sub-groupings. Participants In the pilot study, 30 knowledge workers who had recently changed employer were used to determine the independent variables of retention. In the second phase, data was collected from 306 knowledge workers in full time employment. A wide range of demographic and industry groupings were represented by the participants. The Measuring Instrument A quantitative questionnaire was developed. It consisted of questions covering: demographic data, an international scale of job satisfaction factors, job mobility, intentions with regard to future length of service and organisational commitment. Forty three variables relating to retention cognitions, which had been developed through the pilot study, were then presented, with Likert scales used to determine their relative degree of importance. The Research Procedure The data was gathered while the knowledge workers attended a wide variety of courses at a university business school. The data was collected under lecture room conditions to ensure standardisation of the process. Statistical Analysis A wide variety of statistics were used to address the research questions. The data was processed using the Statistical Package for Social Sciences and the Number Cruncher Statistical System computer packages. Descriptive statistics, correlation analyses, CHAID, factor analysis, Mann Whitney U tests, Kruskal Wallis Analysis of Variance, and cluster analysis were used to analyse the data. Conclusions and Recommendations The findings revealed the high level of mobility of the sample. The study showed that job satisfaction and organisational commitment do not predict proposed future length of employment with an organisation but merely co-vary with it. The high levels of individualism, egocentricity, and focus on personal development amongst these workers were demonstrated. Factor analysis revealed seven underlying dimensions of retention cognitions of the respondents, five of which are viewed as important in determining retention. These were: the need for independence; career development provision by the organisation; egocentricity and challenge within the organisation; the organisational setting; and performance related rewards. The two factors found to have a low impact on retention were the desire for a career change and issues related to personal comfort. The latter finding explains the lack of effectiveness of traditional retention devices. A model was offered that consolidates the factors affecting the retention cognitions of knowledge workers. Uni-variate analyses examining differences based on demographic variables detected only 20 significant differences out of the 172 tests. Hence a multivariate approach was used to look at sample segmentation. A cluster analysis revealed a segmentation of these knowledge workers and their retention cognitions into nine distinct categories, termed respectively: the salon culture; the seekers; the groupies; the disengaged; the self sufficient; the depressives; the contented new-agers; the co-dependents and the self starters. Recommendations to academic researchers were offered based mainly on the need to understand the characteristics of knowledge workers operating in the new world of work and, in particular, the drivers of mobility of this important population. Recommendations to management were largely twofold. Firstly, to adapt to the mobility of knowledge workers as this is a defining characteristic of the new world of work. Secondly, to develop compelling employee propositions that highlight challenging work, career development opportunities as well as rewards based on individual performance in order to improve the retention rate of these key employees. / Prof. Chris Welman