A research model for identifying factors that drive effective decision-making and the future of work

Pages835-851
DOIhttps://doi.org/10.1108/JIC-05-2019-0130
Date21 April 2020
Published date21 April 2020
AuthorStephan Kudyba,Jerry Fjermestad,Thomas Davenport
Subject MatterBehavioural accounting,Accounting/accountancy,HR & organizational behaviour,Information & knowledge management,Knowledge management
A research model for identifying
factors that drive effective
decision-making and the future
of work
Stephan Kudyba and Jerry Fjermestad
NJIT, Newark, New Jersey, USA, and
Thomas Davenport
Babson College, Wellesley, Massachusetts, USA
Abstract
Purpose The evolving digital transformations of organizational processes involve vast complexities.
Factors such as labor resources at the individual and team levels that integrate and utilize information
resources and evolving technologies to achieve collective intelligence are essential to this process. In order to
better understand evolving demands of labor resources, existing research regarding worker/technology
interactions for firm performance must be implemented and adapted to the changing market. This paper
provides a conceptual research model enabling organizations to better understand the integration of worker/
team attributes with collaboration modes, information resources and augmented technologies that yield
effective collective intelligence for decision-making.
Design/methodology/approach This manuscript includes a literature review on worker/team attributes
interfacing with various technology platforms and the creation of collective intelligence. It then reviews
complementary research including leadership elements for organizational outcomes and introduces more
current work involving a digital transformation. The literature review provides the underpinnings for a
conceptual model that incorporates essential elements for the creation of collective intelligence for decision-
making and adds factors that are relevant for digital transformations. These elements include augmented
technologies including cognitive technologies, collaborative platforms and worker attributes (skills, social
sensitivity, leadership) all of which illustrate components of intellectual capital.
Findings The paper summarizes key findings of existing research in worker/team interactions with
technology platforms on organizational performance and provides an applied, conceptual research model
incorporating these findings, along with new elements in the digital era for better identifying new worker
requirements.
Originality/value The value of this work is the introduction of an applied conceptual model based on
established literature findings that includes new technologies (e.g. cognitive technologies), collaboration modes
and worker/team attributes to address the requirements of the evolving knowledge worker in the digital era. It
provides a framework to better understand more optimal resource allocations for the creation of collective
intelligence and integrates the model components within an intellectual capital framework.
Keywords Collective intelligence, Cognitive technologies, Digital strategies, Knowledge systems
Paper type Conceptual paper
Introduction: the evolving digital era, intellectual capital and the future of work
The emergence of new technologies has unveiled a digital transformationof organizations
across industry sectors. New technologies have augmented the ways businesses create,
access and communicate information resources. These functional attributes have enhanced
the current incorporation and future demand of an evolving new workforce,which entails a
knowledge-intensive focus the knowledge worker. However, the mere availability of new
technologies and existing labor resources do not ensure enhancements in operational
strategizing and corresponding efficiencies and innovation. The interactions of workers and
technologies introduce vast complexities that involve obstacles that must be identified,
understood and managed (Hagel et al., 2017). This evolving area requires rigorous research in
the realm of intellectual capital (IC) management. IC refers to structural capital (the systems
Research
model for the
future of work
835
The current issue and full text archive of this journal is available on Emerald Insight at:
https://www.emerald.com/insight/1469-1930.htm
Received 31 May 2019
Revised 20 September 2019
6 January 2020
Accepted 11 February 2020
Journal of Intellectual Capital
Vol. 21 No. 6, 2020
pp. 835-851
© Emerald Publishing Limited
1469-1930
DOI 10.1108/JIC-05-2019-0130
and information resources in an organization), human capital (workers) and relational capital
(the way organizations interact with external entities such as customers, suppliers, vendors,
etc.) (Bontis, 1998). Additional research has included another element to IC that includes
social capital or the way people work together (Seemann et al., 2002).
The digital era is introducing disruptions and opportunities for organizations to enhance
efficiencies and innovation. A major requirement at this juncture is to increase the
understanding of how organizations best implement the components of IC, including human,
social, relational and structural elements that underpin this dynamic transformational
phenomenon. New technologies involving information creation, communication,
dissemination and process functionality are creating new ways to provide value to the
marketplace. These opportunities require the inclusion of diverse worker and team attributes
to interact through various mediums to achieve successful transformations. These
collaborations facilitate knowledge transfer and value to the organization (Sveiby, 2001).
The purpose of this work is to introduce a research model that provides a structure to
examine combinations and interactions between the components of IC to better identify
worker and team attributes essential to successful digital endeavors. Because of the evolution
of new technologies (e.g. cognitive and communication-based) there exist gaps in existing
research regarding elements in IC interactions and project success. Some of the elements not
addressed in literature include effectiveness of IC components for strategic (longer-term
initiatives), controlled proportions of gender and social sensitivity within groups, cognitive
skills of groups and the incorporation of augmented technology, to name a few. This work
will provide a literature review that illustrates research addressing the topic of understanding
worker/technology interactions for successful projects. It will then include a synopsis of the
important findings along with gaps that must be addressed in order to incorporate the
essential combinations of labor and technologies to achieve success for evolving projects. The
proposed model will address gaps in existing theory and incorporate evolving elements more
unique to digital transformations.
Three main areas of focus resulting from this research involve evolving demand of labor
skills that include cognitive technologies, demographic mix of teams for creative thinking
including leadership and digital platforms that are most effective in the facilitation of
communication. These areas depict the main elements of IC (human, social, relational and
structural capital) as organizations transform their processes to meet the demands of the
marketplace in an evolving, more digitally based economy. This model also provides value
from a practical perspective as it enhances an organizations ability to identify a more optimal
operational mix of technology, individual skills and team dichotomies and leadership
activities that produce value for the marketplace. With this, organizations can achieve a
higher success rate than that experienced so far in industry, with average digital
transformations standing a 45 percent chance of delivering less profit than expectations
(Bughin et al., 2019).
The evolution of intellectual capital and digital transformation
Earlier periods depicting technological paradigm shifts (e.g. 1990s) initially involved research
with emphasis on technological capabilities on organizational performance, while the human
factor received less attention (Grover et al., 1998). It was this factor that led to the rise of
research being conducted in knowledge management (Davenport and Prusak, 2000) and
combinations of technology and labor skills that yield enhanced productivity (Bresnahan
et al., 2002;Kudyba, 2004). The digital era is currently evolving, and the technological
capabilities are noteworthy. However, at this stage, the human element of team approaches to
create solutions including diverse skills and backgrounds must also be addressed. The pulse
of the digital era is driving new research in understanding the interactions of organizational,
human and social capital (Lerro et al., 2014)
JIC
21,6
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