ICTs and knowledge codification: lessons from front office call centers

Abstract

This paper investigates human resources management in call centers. Three case studies of call centers focusing on information exchange show that, even if Information and Communications Technologies (ICTs) result in the displacement of the basis of a firm's core competencies from those that may be attributed to individuals to those which may be attributed to a collective, the employees' strengths, customer pressure, environmental competitive pressure, and the specificity of the service production process all exert influences on the organizations so as to limit or even prevent such a collectivization of knowledge. In order to maintain a dynamic process of knowledge management, human resource managers have to re-equilibrate the basis of the firm's core competencies. In the following paper, we introduce the concept of re-equilibrating human resource management. It is through this process that management promotes a harmonious dialogue between tacit knowledge and codified knowledge and succeeds in maintaining a dynamic flexibility in skills.

The contribution of information technology to call center productivity

“…We therefore have an image of professional Taylorism that demands expertise in jobs dealing with remote client relationships and which are seemingly a source of productive efficiency, when they are exercised on a full time basis. Moreover, the previous result (high contribution of operators' characteristics) reinforce the idea that, in service production, this professional Taylorism is served by some discretionary learning, and skills supported by individuals (Clergeau, 2005).…”

“…Call centers represent a significant share of employment (Holman et al , 2007), and are often considered, to be a hotbed for testing new information technologies (IT). As an emblematic phenomenon in the industrialization of the process of producing services (Karmarkar, 2004; Clergeau, 2005), they point to the emergence of a new services science integrating technology, business, social, and client aspects (Spohrer and Maglio, 2009). However it is all the more surprising to realize that very little has been published in IS about the contribution of IT to these call centers.…”

The sharing and transfer of context specific knowledge in a product support environment

“…Knowledge is collectivised through codification in information systems (Clergeau, 2005), such as intranets, databases etc. (Michailova and Gupta, 2005), expert systems, web pages (Schultz and Jobe, 2001), simulation and modelling techniques (Steinmueller, 2000).…”

Data protection in the outsourced call centre: an exploratory case study

“…Of particular importance is the case‐by‐case detail which sheds light on how CSRs ‘work the system’, either by cutting corners, inputting inaccurate information or curtailing calls with customers to meet performance standards (Brannen, 2005; Winiecki and Wigman, 2007). ‘Working the system’ in this way has been referred to elsewhere in managerial terms as ‘tacit knowledge’ (Houlihan, 2002; Clergeau, 2005) and as ‘resistance’ (Russell, 2007) particularly in cases where it is a basis of solidarity and actually subverts managerial values (Richardson and Howcroft, 2006). Most resistance against monitoring that has been observed so far, however, has involved getting the better of it but not actively challenging, breaking or sabotaging work processes (Ball and Wilson, 2000; Townsend, 2005).…”