CASE STUDIES FROM THE WORKS PROJECT MONIQUE RAMIOUL RESEARCH MANAGER KATHOLIEKE UNIVERSITEIT LEUVEN

Transcription

1 CASE STUDIES FROM THE WORKS PROJECT MONIQUE RAMIOUL RESEARCH MANAGER KATHOLIEKE UNIVERSITEIT LEUVEN

2 Work Organisation and Restructuring in the Knowledge-based Society Organisational change and opportunities for learning: some (mixed) findings from the clothing industry and software development Monique Ramioul, HIVA-KUL

3 6FP Citizens and Governance in the KBS Changes in work in the knowledge society Co-ordinator: HIVA-K.U.LEUVEN - Belgium FORBA Austria LONDONMET -UK FTU Belgium UPSPS Greece UT Netherlands ISB Hungary FZK Germany IRES - Italy ATK Sweden IS - Bulgaria UESSEX - UK ISF MUNCHEN - Germany Logistics IET Portugal SINTEF - Norway CEE-CNRS France AMI - Denmark IT June 2005 May 2009 Austria Belgium Bulgaria Denmark France Germany Greece Hungary Italy Netherlands Norway Portugal Sweden UK

4 Global Value Chain Restructuring =outsourcing and/or relocation of the different activities/business functions of firms along the value chain Core function: production for the market Support functions: facilitate production Key questions 1. The role of knowledge in restructuring 2. What is the impact on knowledge management? 3. What are the effects on learning opportunities?

5 Empirical data qualitative research 58 organisational case studies: Selected out of matrix combining: business function x sector x country Restructuring event past 5 years workplace level interviews 30 occupational case studies Occupational groups in the business function For this presentation: Clothing: production, logistics and design Software production

6 1. The role of knowledge in value chain restructuring 1. VC restructuring implies concentration on knowledgeintensive activities and business functions In view of strengthening R&D and retail function In view of controling the value chain In view of preserving local knowledge 2. Codified work is externalised In view of costs and efficiency Under different economic governance forms 3. The location of knowledge in the chain is the result of: Strategies of codification Strategies on shaping conditions for innovating knowledge

7 1. The role of knowledge in value chain restructuring Clothing (logistics&design): closing the loop Integration in view of value chain control Externalisation of codified parts Shift in core business to design and logistics Growing role of ERP and retail in feedback of sales to design due to market pressure Software development: move up the value chain Internationalisation and lengthened VCs: M&A combined with offshoring/outsourcing Global sourcing ; mixing and matching of resources Internal tendering: competition and collaboration Growing knowledge interdependency of employees, sites and with customers Those in the middle need to move up the value chain Formalisation and standardisation

8 2. Knowledge management in restructuring 1. Externalisation of codified work and market pressures urge to adapt organisational practices 2. Corporate strategies for managing the knowledge have to be adapted in view of The need to acquire, maintain and develop the necessary knowledge In view of facilitating knowledge creation and innovation Different forms of collaboration in view of speeded-up innovation both within and between firms 3. This requires an organisation enabling learning by doing, active interaction and proximity for exchange

9 2. Clothing: knowledge on markets and logistics Specific coordination functions and ERP to prevent knowledge fragmentation along the chain and for closing the feedbackloop from sales to design Design: combination of different types of knowledge in teams Production: integration into design and upgrading to integral tasks BUT: at the same time rationalisation, codification and formalisation Two conflicting pressures: innovation and speed

10 2. Software: building up a local knowledge base Different organisational practices to maintain/develop local knowledge base to prevent sliding down the value chain Including collaboration beyond firm boundaries Global sourcing, working over distance, project work, long term relations with customers Moving up the value chain absorption of high value-added functions from other links in the chain combined with outsourcing of low added-value activities further down the chain Development of innovative knowledge management systems like learning organisation models, matrix organisations

11 2. Software: BUT: conflicting requirements Collaboration vs. Investing in competitive assets Innovation vs. Formalisation/standardisation Standardisation/procedures related to upscaling Different organisational solutions Learning organisation Knowledge-sharing tools More bureaucracy, eroding former bottom-up working practices

12 Conclusions No straightforward evolution in terms of up- or downskilling Quantitative effects related to restructuring and shift of core business Highly dependent on position in the value chain At the same time: formalisation and knowledge codification Organisational and technological drivers Open question: to which side will the scale dip? Skill-biased restructuring As a net result of externalisation Innovation as survival strategy instead of cost-based Reduction of demand for lower-skilled+ accelerated renewal of workforce related to organisational innovation.

13