Work process knowledge in a chemical company

A growing number of researchers in the field of industrial sociology, organizational development and related disciplines perceive a need for organizational theories and models that break from the tradition of scientific management (Taylor 1947). In large measure, this is due to the rapid pace of product innovation, the widespread diffusion of ICTs and the growth of sectors other than manufacturing. Among the new theoretical approaches are those representing organizations as organic systems (Burns 1963), sense-making environments (Weick 1995), learning organizations (Nonaka and Takeuchi 1995) and knowledge networks (Conklin 1996; Davenport et al. 1998). Locating itself within this field, the European research network WHOLE (Boreham and Lammont 2001) focused its activity on the concept of work process knowledge as a key construct for explaining success in the highly competitive marketplace of today.