context of research resource-based view of the firm wenerfelt (1984) strategic mgt. jl
DESCRIPTION
INVESTMENTS IN WORKFORCE KNOWLEDGE and TECHNOLOGICAL CAPABILITIES Cheryl Gaimon, Karen Napoleon, Gulru Ozkan POMS Conference, May 2007. CONTEXT OF RESEARCH Resource-Based View of the Firm Wenerfelt (1984) Strategic Mgt. Jl. Barney (1991) Jl. of Mgt. Teece (1997) Strategic Mgt. Jl. - PowerPoint PPT PresentationTRANSCRIPT
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INVESTMENTS IN WORKFORCE KNOWLEDGE
and TECHNOLOGICAL CAPABILITIES
Cheryl Gaimon, Karen Napoleon, Gulru Ozkan
POMS Conference, May 2007
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CONTEXT OF RESEARCH
Resource-Based View of the FirmWenerfelt (1984) Strategic Mgt. Jl.Barney (1991) Jl. of Mgt.Teece (1997) Strategic Mgt. Jl.
Knowledge Based View of Resources
Workforce Knowledge Technological capabilityLeonard Barton (1992) Strategic Mgt. Jl.Conner Prahalad (1996) Organization Sci.
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Motivation of the MODEL
Knowledge Based Resources Profit
Drivers of Change:Reduce costs (time, accuracy)Increase product-mix capability
Enhance product featuresChanges in demand
Technological opportunities
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Changing Technological Capability
Benefits sought elusive... costs and time exceed expectations
AMT (50-75% failure Majchrzak)CAD ( time 30%, quality 18% Joglekar & Whitney)
CRM (55% below expectations Rigby et al.)
Implementation failureAMT (Tyre, Hayes Clark, Chew et al...)
IT (Brynjolfsson, Dong & Zhu, ...)
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Our ModelHolistic view of knowledge management
Technological Capabilitydepreciation, upgrade (decision).
Workforce Knowledgelearning-by-doing vs. depreciation,
general training (decision).Obsolescence,
learning-before-doing (decision).
Strategies prior, during, following upgrade4
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Insights Sought
When to pursue learning-before-doing vs. general training? (substitute, complement)
When does technology upgrade substitute for worker knowledge?
How does workforce learning... impact upgrade decision?
How does technological advancement impact decisions? (vendor)
What drives manager’s implementation strategy? 5
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LITERATURE: Learning
Killingsworth (1982) Rev. Econ. Studieslearning-by-doing and training output
Bailey (1989) Mgt. Sci.- as time betw. learning & use forgetting .
Argote et al. (1990) Mgt. Sci.knowledge depreciation
Adler & Clark (1991) Mgt. Sci.preparatory training disruption
Pisano (1996) Research Policylearning-before-doing disruption & benefits.
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LITERATURE: Implementation
Hayes & Clark (1985)disruption costs often outweigh purchase costs
Brynjolfsson (1993) Commun. of ACMimplementation major cost of IT investment
Chand et al. (1996) Opns. Res.Gaimon (1997) Mgt. Sci.Carrillo & Gaimon (2000) Mgt. Sci.
intro. link worker knowl. & proc. changeCarrillo & Gaimon (2004) Sloan Mgt. Rev.
outcome uncertainty and role of knowl.
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V(t) level technological capability time t
technology depreciation (μV(t))_____ a(ti) = 1 upgrade decision
-------- a(ti) = 0 no upgrade8
V(t)
V(0)
V(ti+)
V(ti)
ti time(t)
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K(t) level workforce knowledge time t
general training (g(t), decision)learning-by-doing vs. knowledge depreciation (K(t))
knowledge obsolescence BUT learning-before-doing (P(t))
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ti
time(t)
K(t)
0
K(ti)
K(ti+)
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P(t) Learning-Before-Doing
preparatory training (p(t), decision) forgetting (P(t))
time(t)P(ti
+)
P(ti)
P(t)
0
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Obj. Max Net Revenue - Costs
Revenuedriven by K & V.
Cost of General Trainingincludes tuition, disruption costs to sustain output during training (e.g., overtime)...
Cost of Preparatory Training...
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Cost Purchase & Implement ith Technology Upgrade
Fixed and variable costsPurchase cost can or over time.
Implementation cost as lead-time.
Also, variable cost as extent of upgrade . disruption costs, compatibility...
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Optimal Rate of General Training
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time (t) T
Case(1)
Case(2)
Case(3)
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Optimal Rate of Preparatory Training
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t i t i+1 t i+2 Ttime (t)
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Analytic Results
If high workforce knowledge depreciation preparatory training and delayed; general training over planning horizon;
however, upgrade less likely.
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Analytic Results
If high rate forgetting: preparatory training & delayed; general training
substitute general for preparatory training
however, an upgrade less likely.
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Analytic Results
If learning-before-doing highly effective... preparatory training and earlier; general training over planning horizon;
substitute preparatory for general training
and an upgrade more likely.
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Analytic Results
If technological depreciation smallupgrade more likely
general trainingbut preparatory training.
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ContributionsHolistic model of knowledge management before, during, following techn. upgrade
Workforce:learning-by-doing obsolescenceknowledge depreciation learning-before-doinggeneral training preparatory training
forgetting
Technology:technology depreciation technology upgrade
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Contributions
Insights on drivers of solutions wherepreparatory & general training complements - substitutestechn. capability substitutes for workforce knowledge
Effect on knowledge management due to:rate of technological advancement dynamic cost of technologyrate that knowledge or technology depreciation occurs
Drivers of rapid or slow implementation strategy20