and social skills in knowledge work create tensions around how to coordinate and control the work (e.g., Barley and Bechky, 1994; Owen-Smith, 2001). She noted that Murray had raised long-standing questions about how to help scientists (or other technical workers) develop the social skills they require when they are promoted to management positions. Bechky mentioned that there has there has been a great deal of research on matrix management as one approach to managing knowledge workers (e.g., Ford and Randolph, 1992). Despite such research, she said, many questions remain about how to organize knowledge work in a way that recognizes and rewards individuals’ technical contributions while also recognizing that those technical contributions are in part a function of the individuals’ social skills in a network of colleagues (Darr, 2007b; Murray and Hsi, 2007b).



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