[German title: Aufruf für Artikel-Beiträge: Themenbereich “Führung von Wissen” auf der EURAM 2007]
Call for Papers: Track on “Knowledge Leadership: How to Overcome the “Carrot-and-Stick” Paradigm?”
EURAM 2007 (May 16-19, 2007, Paris, France)
The deadline for the submission of full papers is January 2, 2007.
Abstract: We have moved from an industrial to a knowledge-based economy, where more than 50 percent of the value added comes from knowledge work. But research about the economics of knowledge work and the human nature of knowledge workers is still in its infancy. Most of the current leadership theories and practices have their roots in outdated psychology and industrial age thinking. They gave us the conviction that human beings in organizations have to be motivated and controlled in order to be productive; the “carrot-and-stick” approach that motivates people with a carrot in front (extrinisic reward) and drives them with a stick from behind (control, fear and sanctions). It is even more dangerous that this mental model is still deeply embedded in structures, systems and daily routines of organizations. To highlight just the two most prominent: the governance/management control structure and the incentive system. The problem with this leadership style and systems in place is that it leads the ablest knowledge workers to leave the organization and suppresses the human potential of the rest. How to lead knowledge workers seems to be a core question. The understanding of the human nature of knowledge workers at the management level is at best incomplete at worst it’s totally counterproductive. According to Peter Drucker knowledge is exceedingly specialised and tacit. Knowledge has to be managed because, by itself, a specialty is not very productive on the market. It’s got to be integrated with the knowledge of others, integrated into a body of organizational knowledge via a community of knowledge workers. That could be seen as a reason, why the existence of organizations is even more necessary in the knowledge age than it was in the industrial era.
Knowledge management evolved in the 1990s addressing the demands of externalization, sharing and integrating. Epistemological issues, i.e. how do we generate and share knowledge have been debated as well as issues of transferability. However, knowledge management research has neglected so far to a large extent the important role of leaders and leadership in this regard. Research in rather unconventional fields, like orchestras, hospitals, distributed innovation projects, and open-source software development drawing on the theory of collective action gained radically new insights on the human nature of knowledge workers and the enabling conditions of productive knowledge work. This track addresses the issues of enabling knowledge creation and sharing with particular attention towards leadership issues.
This track invites contributions in the area of Knowledge Management including the following sub-topics:
- Knowledge sharing dilemma and collective action theory
- Motivation and performance of knowledge workers in different organizational structures
- Issues of Knowledge Governance (How much ownership/property rights do knowledge workers seek?)
- Managers vs. knowledge workers: cooperation or competition inside the organization?
- Leadership or self-management: What’s the best way to manage innovation/communities of knowledge?
- Leadership requirements and roles in knowledge-based organizations
- The role of leadership in emerging Communities of Practice
- Cultural issues enabling knowledge sharing in firms
You will find a set of guidelines and formatting instructions to help you prepare your paper on the.
There are also other tracks related to Knowledge Management.