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The Role of Information Resources in Enabling the 24-hour Knowledge factory

The Role of Information Resources in Enabling the 24-hour Knowledge factory

Satwik Seshasai, Amar Gupta
Copyright: © 2007 |Volume: 20 |Issue: 4 |Pages: 23
ISSN: 1040-1628|EISSN: 1533-7979|ISSN: 1040-1628|EISBN13: 9781615200061|EISSN: 1533-7979|DOI: 10.4018/irmj.2007100107
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MLA

Seshasai, Satwik, and Amar Gupta. "The Role of Information Resources in Enabling the 24-hour Knowledge factory." IRMJ vol.20, no.4 2007: pp.105-127. http://doi.org/10.4018/irmj.2007100107

APA

Seshasai, S. & Gupta, A. (2007). The Role of Information Resources in Enabling the 24-hour Knowledge factory. Information Resources Management Journal (IRMJ), 20(4), 105-127. http://doi.org/10.4018/irmj.2007100107

Chicago

Seshasai, Satwik, and Amar Gupta. "The Role of Information Resources in Enabling the 24-hour Knowledge factory," Information Resources Management Journal (IRMJ) 20, no.4: 105-127. http://doi.org/10.4018/irmj.2007100107

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Abstract

The term 24-hour knowledge factory connotes a globally distributed work environment in which teammates work on a project around the clock. The 24-hour knowledge factory is a special case of a globally distributed team in which the different teams work on a sequential basis that has been clearly defined in advance. Whereas a manufactured item was the end product in the case of the factory which emerged as a consequence of the industrial revolution, knowledge-based services and knowledge-based products are the end deliverables in the case of the current information revolution; hence, the term 24-hour knowledge factory. Work can be decomposed by task style or by organizational style, and allows for greater specialization of workers. A case study from IBM details surprising differences between colocated and distributed teams, and leads to a future state analysis for organizations seeking to study or implement the 24-hour knowledge factory.

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