This presentation treats knowledge management technologies as stages upon which strategic self-presentations of expertise can be played out. Through a longitudinal study of the work of IT technicians we show that knowledge management technologies, which are implemented with the goal of storing information about people¹s work behaviours and sharing that information with others in the organization, can be used as a venue for the social construction of expertise. Specifically, users read information entered by a colleague to determine that person¹s knowledge base. Users then compare that person¹s knowledge to the knowledge of others (who also have entered information into the system) to determine who is an expert and to assign jobs to experts. When people begin to feel that they are considered experts in areas in which they do not want to be seen as experts, they attempt to shift the dynamics of expertise attribution by engaging in strategic self-presentation behaviours and entering information into the technology that is either inaccurate or incomplete.
These findings demonstrate how use of knowledge management technologies makes strategic self-presentations easy to achieve and how strategic self-presentation by a few actors can quickly snowball into similar uses by actors from across the organization. In casting doubt on the idea that knowledge management technologies can be used as straightforward containers for employees¹ expertise, we contribute to theory on strategic self-presentation and knowledge management in organizations.
Paul Leonardi is an assistant professor and the Allen K. and Johnnie Cordell Breed Junior Chair of Design in the departments of Communication Studies, Industrial engineering & Management Sciences, and (by courtesy) Management and Organizations at Northwestern University.
His research and teaching focus on how organizations can employ advanced information technologies to more effectively create and share knowledge. This focus draws attention to the processes through which technological artifacts and informal communication networks co-evolve within organizational contexts. He is particularly interested in how computationally sophisticated technologies enable new ways to access, store, and share information; how new sources of information that such technologies provide change peoples' work practices and communication partners; and how shifts in employees' work and communication alter the nature of an organization's expertise.
For any further queries regarding this seminar or to request information about future events please contact Imran Iqbal. Research Coordinator.
