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Knowledge acquisition through process mapping: Factors affecting the performance of work-based activity

Gareth R.T. White (University of South Wales, Pontypridd, United Kingdom)
Svetlana Cicmil (Bristol Business School, University of the West of England, Bristol, United Kingdom)

International Journal of Productivity and Performance Management

ISSN: 1741-0401

Article publication date: 7 March 2016

4221

Abstract

Purpose

Business improvement initiatives have benefit for both an organisation’s operational effectiveness and its knowledge acquisition capabilities. These have a synergistic effect upon the ability to gain and maintain competitive advantage. Among the multitude of approaches that can be adopted process mapping (PMapping) is widely used. The purpose of this paper is to examine the utilisation of PMapping for undertaking business process improvement and the resultant acquisition of knowledge among those that are involved in its performance and the subsequent use of process maps (PMaps).

Design/methodology/approach

Adopting the notion of " knowledge as knowing " and Activity Theory as the research framework, a four-year Participatory Action Research study of three organisations was conducted. Data were gathered through cyclically developed semi-structured interviews, on-site observation and instantaneously sampled field notes.

Findings

It finds that PMapping is a useful technique for conducting business process improvements and acquiring knowledge of organisations and their people. It also finds that PMaps are useful knowledge repositories that have value beyond aiding the development of improved business processes. Socialisation is a key determinant of knowledge coproduction and transfer. This study finds that it occurs in formal and informal modes between individuals engaged in PMapping.

Research limitations/implications

The choice of PMapping technique may have significant influence upon the knowledge that is acquired by individuals and organisations during business process improvement initiatives. Future research should explore the relationship between PMapping methods, their knowledge-generative potential and the usability of the resultant PMaps.

Practical implications

Organisations undertaking business process improvement initiatives should take account of those factors that mediate its undertaking and its knowledge-generative potential. The objectives of improvement initiatives and of specific activities such as PMapping need to be carefully considered. Changes in objectives need clear communication and justification, and the purpose and benefit of such changes must be weighed against the potential detrimental effect that they may have upon the workforce. Inconsiderate goals setting and changing can lead to individuals coming under significant psychological and sociological pressures.

Originality/value

This research furthers the understanding of knowledge acquisition and business process improvement in non-manufacturing environments. It identifies the challenges involved in adopting PMapping as a business improvement tool. It also provides insight into the use of the tool as a technique for fostering knowledge acquisition in individuals.

Keywords

Citation

White, G.R.T. and Cicmil, S. (2016), "Knowledge acquisition through process mapping: Factors affecting the performance of work-based activity", International Journal of Productivity and Performance Management, Vol. 65 No. 3, pp. 302-323. https://doi.org/10.1108/IJPPM-01-2014-0007

Publisher

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Emerald Group Publishing Limited

Copyright © 2016, Emerald Group Publishing Limited

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