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Transformational Technologies and the Creation of New Work Practices: Making Implicit Knowledge Explicit in Task-Based Offshoring Paul M. Leonardi, Northwestern ... – PowerPoint PPT presentation

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Title: Transformational Technologies and the Creation of New Work Practices:


1
Transformational Technologies and the Creation of
New Work Practices
Making Implicit Knowledge Explicit in Task-Based
Offshoring
Paul M. Leonardi, Northwestern University Diane
E. Bailey, Stanford University
MIS Quarterly, Vol. 32, No. 2
presented by Esther Rosenow
2
Overview
Transformational technologies may create problems
Problem
Question
What problems and how do workers respond?
Offshoring within International Automobile
Corporation (IAC)
Subject
Conclusion
Consider transformational technologies in research
3
Knowledge-Transfer Technologies
Storage Technologies
Communication Technologies
DB
knowledge conduits
knowledge repositories
4
Transformational Technologies
Output digital artifact
Input design (CAD)
F - mA0 2m? v' - m? r' - m? (? r') ma'
CAE
  • Transform information
  • Collaborate across time and space

CAD Computer-Aided Design CAE Computer-Aided
Engineering
5
Explicit vs. Implicit Knowledge
Implicit Knowledge
Explicit Knowledge
design specifications
knowledge from experience
6
Behind the Scenes at IAC
  • Shared CAD database
  • Separate CAE suite
  • Design Engineers (DE), Performance Engineers (PE)
  • Home sites offshore to India

7
Differences in Offshoring Models
U.S. Model gatekeeping, funneled through
Coordinators
PE PE PE
PE PE PE
C
PE PE PE
PE PE PE
Mexico Model direct-interfacing, PE to PE
8
Research Questions
  1. Workers response?
  2. Coordinators role?
  3. Workers perception?

9
Data Collection
Phase Method Informant Analysis
1a Observations (Work practices) Coordinators, PEs Inductive, iterative coding
1b Interviews (Work practices) Coordinators, PEs, Managers Inductive, iterative coding
2 Written survey (Model comparison) Mexican U.S. PEs ANOVA, regression
3 Project-tracking logs (Model comparison) All tasks offshored over 2-year period ANOVA, regression
ANOVA Analysis of Variance
10
Work Practices Common to Mexico U.S.
Performed by Mexican PEs U.S. Coordinators
  • Defining Requirements
  • Monitoring Progress
  • Fixing Returns

11
Defining Requirements Mexican PEs, U.S. Cs
  • Gather information
  • Describe tasks
  • Implicit knowledge PowerPoint


12
Monitoring Progress Mexican PEs, U.S. Cs
To Do
  • Check in with India
  • Check in with India
  • Check in with India

13
Fixing Returns Mexican PEs, U.S. Cs
Inspect work from India, fix if necessary
C
PE
PE
DE
PE
14
Work Practices Unique to U.S. Coordinators
  • Routing Tasks Strategically
  • Filtering Quality

15
Routing Tasks Strategically U.S Coordinators
Consider Indian PEs schedules
?
Thu
Fri
Wed
Tue
Mon
Wed
16
Filtering Quality U.S. Coordinators
Return low-quality projects
PE
C
PE
17
Analysis
  • Combined data
  • Compared workers perceptions
  • Expected models to differ

18
Perception Mexican and U.S. PEs
  • Used work practices more
  • Offshoring not a timesaver
  • Less satisfied
  • Indian performance high
  • Satisfied
  • Coordinators big help

19
Perception Indian PEs
Preferred Mexicos model
  • Coordinators risked inaccuracies
  • Learned from PEs
  • More challenging tasks

20
Discussion New Knowledge-Transfer Problems
Operational knowledge use technology Diagnostic
knowledge interpret output
Syntactic boundary transfer knowledge Semantic
boundary translate Pragmatic boundary
transform
21
Discussion Workers Response
  • New work practices
  • Make implicit knowledge explicit
  • But! Using new practices can lead to frustration

22
Future Research
  • Cost differences
  • Equal expertise
  • Pragmatic boundaries?
  • Beyond engineering
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