Framing Skilful Performance to Enact Organizational Knowledge: Integrating Data-Driven and User-Driven Practice

Eva Gatarik
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Eva Gatarik: Masaryk University, Czech Republic

Management, 2015, vol. 10, issue 3, 255-271

Abstract: Pointing out flaws and errors can be a risky pastime for employees, particularly when the information therein conflicts with rules, routines and theories held dear by management. However, skilful performance is not about strictly adhering to such established rules, routines and theories when seeking ways out of problem situations. This contribution argues that skilful performance arises out of the practice of shared meaning rather than punctiliousness. Especially in the event of uncertainty, equivocation and doubt, people in organizations should not just apply given rules, but also jointly classify, interpret and transform observed data into new knowledge that feeds back, so that subsequent action and its justification can tap into the prevailing business climate, reduce ambiguity, and offer prospects that are more exciting. A holistic approach is proposed that may also assist in the construction, processing and justification of knowledge, establishing meaning within an organization in order to improve organizational performance in the long term. Finally, a specific case of redevelopment in an SME illustrates the argument.

Keywords: skilful performance; organizational knowledge; organizational learning; sense making; Language-Information-Reality framework (search for similar items in EconPapers)
Date: 2015
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