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Additional info for Managing Information Quality: Increasing the Value of Information in Knowledge-intensive Products and Processes
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Especially in the context of interdisciplinary knowledge work teams, the lack of specification of knowledge work output can lead to major problems, such as performance gaps, lags, or simple misunderstandings. Specifying the characteristics that make up information quality for a given context can help reduce this problem cluster and it can provide management with metrics to measure knowledge worker productivity, one of the biggest challenges of management today according to PETER F. 34 The last problem cluster relates to the communication and information infrastructure that is available to knowledge workers.
If one scans the vast available academic literature and empirical surveys on knowledge workers (see for example Collins, 1997, Schultze, 2000, or Reuters, 1998), several problem areas become evident. They relate to the adequate amount of information (as an input factor), its structure and format, the working habits or processes and workplace parameters, the communication media or IT-infrastructure, and the output characteristics of knowledge workers. Especially the two first problem areas (amount and structure) are closely related to the informa31 Drucker writes that ‘knowledge work by definition does not yield a product.
319-445. See Evans & Lindsay, 1999, glossary. 1 Background and Key Terms Most quality management concepts that strive to reach these two goals, do so by employing a management cycle. A quality management cycle that has become well-known is the Deming-cycle23, which consists of the phases plan (the quality activities and goals), do (what is necessary to improve quality), check (whether this has worked), and act (to correct still existing deficiencies). The management cycle is an essential element of any quality management concept, since it offers a sequence of steps and associated tools through which quality can be assured and improved.