knowledge workers Kelly Reiche Davenport Florida, HRM Drucker What is the task? Arthur and Rousseau, HRM HRM HRM Davenport HRM HRM HRM IT HRM HRM HRM

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1 IT IT IT HRM IT HRM HRM IT HRM HRM a IT b a c IT IT HRM IT information technology Drucker

2 knowledge workers Kelly Reiche Davenport Florida, HRM Drucker What is the task? Arthur and Rousseau, HRM HRM HRM Davenport HRM HRM HRM IT HRM HRM HRM HRM HRM

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25 IT IT C, IT Arthur, M. B. and Rousseau, D. M.The Boundaryless Career A New Employment Principle for a New Organizational Era, Oxford University Press. Alvesson, M.Knowledge Work and Knowledge-Intensive Firms, Oxford University Press. Cusumano, M. A. and Selby, R. W.Microsoft Secrets, Simon&Schuster,. Davenport, T. H.Thinking for a Living: How to Get Better Performance and Results from Knowledge Workers, Harvard Business School Press. Davenport, T. H. and Prusak, L.Working Knowledge : How Organizations Manage What they Know, Harvard Business School Press. Drucker, P. F.Post Capitalist Society, HarperBusiness,. Drucker, P. F.Management Challenges for The 21 st Century, Elsevier. Frorida, RThe Flight of The Creative Class, HarperCollins Publishers.

26 . Jacoby, S. M.The Embedded Corporation, Princeton University Press,. Kelley, R. E.The Gold Collar Workers Addison-Wesley Publishing. Krackhardt, D. and Hanson, J. R. Informal Networks: The Company Behind the Chart. In Prusak, L. eds. Knowledge in Organizations, Butterworth-Heinemann. Lee, T. W. and Maurer, S. D. The Retention of Knowledge Workers with the Unfolding Model of Voluntary Turnover, Human Resource Management Review, Vol., No., pp. -. Levin, D. Z., Cross, R., Abrams, L. C. and Lesser, E. L. Trust and Knowledge Sharing : A Critical Combination. in Lesser, E. and Prusak, L.Creating Value with Knowledge, Oxford University Press. McCall, M. W.High Flyers, President and Fellows of Harvard College,. Maister, D. H.Managing the Professional Service Firm, The Free Press.. Nonaka, I. and Takeuchi, H.The Knowledge-Creating Company:How Japanese Companies Create the Dynamics of Innovation, Oxford University Press O Reily, C. A. and Pfeffer, J.Hidden Value : How Great Companies Achieve Extraordinary Results with Ordinary People, Harvard Business School Press.. Prusak, L. and Cohen, D. How to Invest in Social Capital. In Lesser, E. and Prusak, L.Creating Value with Knowledge, Oxford University Press. Reich, R. B.The Works of Nations, Alferd A.Knopf THE WORK OF NATIONS. Sturbuck, W. H. Learning by Knowledge-Intensive Firms. In Prusak, L. eds. Knowledge in Organizations, Butterworth-Heinemann. Swart, J. and Kinnie, N.Managing the Career of Professional Knowledge Workers, Chartered Institute of Personnel and Development. Thite, M.Managing People in the New Economy Targeted HR Practices that Persuade People to Unlock their Knowledge Power, Response Books. Vol. No., - No., -

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28 Case Studies of Human Resource Management of IT engineers : Do performance-based and market-oriented HRM have generality? Takumi MIWA Abstract The purposes of this paper are to examine the diversity of Human Resource Management HRM of IT engineers. Generally, it is considered that the HRM of the knowledge worker including the IT engineer has performance-based and market-oriented characteristics. Taking into account of job content, it may also become important to organization-oriented and process-oriented HRM in the workplace environment of the knowledge worker. Additionally this paper compare IT engineers attitudes and behaviors turnover, mutual learning, career orientation in each HRM. As the results of case studies of IT companies, it was found that there are types of HRM characteristics in these firms as follows. a Performance-based HRM attaching importance to job process. In this HRM, many IT engineers tend to remain in organization for long time, and mutual learning among them happens very actively. In addition, many members tend to have managerial career orientations. b Partial performance-based HRM adopting skill-based grade system. The similar tendency like a is observed under this human resource management, however, b is not remarkable as a. c Non-competitive HRM adopting skill-based grade system. In this HRM, turnover of IT engineers occur frequently, and mutual learning among them doesn t happen actively. Moreover, almost of members tend to have technical career orientation. Keywords : IT engineer, HRM of performance-based and market-oriented, turnover, mutual learning, career orientation

28 Drucker,1999: Davenport,2005: Frorida, 2005 Arthur and Rousseau (1996) Boundaryless Career Hall (2002) Protean Career 14

27 14 28 Drucker,1999: Davenport,2005: Frorida, 2005 Arthur and Rousseau (1996) Boundaryless Career Hall (2002) Protean Career 14 29 Drucker (1999) Drucker (2002) Drucker (2002) Drucker Davenport (2005)