This book provides a critical understanding of some basic aspects of knowledge-intensive work and organizations. The author adopts a social constructivist approach and explores the management and analytical challenges of knowledge-intensive firms. It will be key reading for academics, researchers and advanced students in organization studies, knowledge management and innovation.
Provides an international collection of studies on knowledge-intensive organizations with insight into organizational realities as varied as universities, consulting agencies, corporations, and high-tech start-ups.
This title examines what sets knowledge-intensive firms apart from other types of organizations and the resultant organizational and strategic differences in business models, talent management and client-handling approaches.
The book addresses the concept of knowledge in a work and organizational context, professional or knowledge work, and knowledge-intensive firms. It provides a critical, moderate social constructivist understanding of these themes and the current interest in knowledge management, organization and the "knowledge economy". Professional service as well as science and high-tech work and firms are treated, reporting case studies of IT and management consultancy firms, advertising agencies and life science based companies. The concepts of knowledge and knowledge management are discussed and dominant functionalist thinking debunked. The ambiguity of knowledge in the input, process and output of professional work is emphasized. It is suggested that we should be careful in assuming too much about the nature, role and effects of "knowledge" in business life and instead take the constructed nature of knowledge seriously and scrutinize knowledge claims. Knowledge talk and claims may frequently be key elements in marketing and identity work as much as they inform us about key activities of professionals and knowledge-intensive firms. The book covers a fairly broad set of management, organization and working life aspects are addressed, including HRM themes and different forms of control including client control and regulation of identity. From a perspective emphasizing the ambiguity of social and business life, rhetoric, symbolism, image, politics of knowledge claims, identity and identity work are viewed as crucial for the understanding and management of professional/knowledge work and organizations. The book is provocative and challenges key assumptions in dominant knowledge and organization thinking, suggesting a novel theoretical approach. The book is intended for third year level undergraduates upwards, and aims to say things also of relevance for scholars. It mixes textbook and research ambitions. As a (moderately) constructivist text with a relatively broad focus, the book may have some potential as a text complementing more conventional textbooks also in general organization and management courses.
'The knowledge worker is a welcome addition to the ethnographic investigation of high-tech work. The author's thoughtful comparative approach, contrasting the oft-studied American knowledge workers with their less familiar Polish counterparts, offers a refreshing take on the post industrial workplace and demonstrates once again the profound changes that high-tech work has made in the nature of work, the worker and the workplace, far beyond Silicon Valley.' Gideon Kunda, Tel Aviv University, Israel 'The body of research addressing knowledge-intensive and creative work is massive and is quickly growing, but Dariusz Jemielniak manages to bring some new issues and perspectives to the table in his carefully designed study of the Polish and American computer programming community, making concepts such as time, trust, and motivation constitutive elements of contemporary knowledge work. Being able to bring together ethnographic research and organization theory and social science more broadly, The New Knowledge Workers is a significant contribution to the understanding of contemporary working life in the so-called "knowledge society".' Alexander Styhre, University of Gothenburg, Sweden 'Jemielniak's book combines detailed comparative ethnographic observations with organizational analysis to highlight how little we actually know about the operations of knowledge-intensive organizations. Arguing that ancient commonplaces about a "greener", more egalitarian, post-Taylorist future rely on ignoring real-time observations of real people in context, Jemielniak's portrait of the knowledge society of the 21st century shows it to be more like the Fordist society of the 20th century than the utopia so many futurists choose to imagine. His book tells us it is time to begin observing again if we wish to "know" rather than "believe" what the future holds for us.' Davydd J. Greenwood, Cornell University, US This critical ethnographic study of knowledge workers and knowledge-intensive organization workplaces focuses on the issues of timing and schedules, the perception of formality and trust and distrust in software development as well as motivation and occupational identity among software engineers. The book is a cross-cultural, comparative study of American and European high-tech workplaces that addresses the issues currently of interest to both Academia and to practice and provides a rare international comparison of organizations from both sides of the Atlantic. Its conclusions shed new light on the problems typical for software projects. The book specifically focuses on, and gives voice to, the perspectives of knowledge workers rather than managers and will thus be useful to not only scholars and human resource managers from software companies, but also to high-tech professionals. Scholars and professionals in organization studies, management, HRM, innovation and knowledge management will find this book engaging and enlightening.
This influential book establishes the enduring vocabulary and concepts in the burgeoning field of knowledge management. It serves as the hands-on resource of choice for companies that recognize knowledge as the only sustainable source of competitive advantage going forward. Drawing from their work with more than thirty knowledge-rich firms, Davenport and Prusak--experienced consultants with a track record of success--examine how all types of companies can effectively understand, analyze, measure, and manage their intellectual assets, turning corporate wisdom into market value. They categorize knowledge work into four sequential activities--accessing, generating, embedding, and transferring--and look at the key skills, techniques, and processes of each. While they present a practical approach to cataloging and storing knowledge so that employees can easily leverage it throughout the firm, the authors caution readers on the limits of communications and information technology in managing intellectual capital.
Unlock your company’s true potential by eliminating knowledge work waste that’s hiding in plain sight.Back in 1987, Nobel laureate Robert Solow quipped, “You can see the computer age everywhere but in the productivity statistics.” This costly condition soon became known as the “productivity paradox.” Why does it persist today? Why do knowledge workers spend a third of their days on needless correction, avoidable work and overservice, despite existing office technology that could help, even automate, their actions? And why does nobody notice? The answers—and solutions—are in this book. The Knowledge Work Factory uncovers the well-intentioned waste that hides in plain sight within virtually every organization. It reveals the ingrained perceptual biases that trick our brains into accepting the status quo and missing breakthrough opportunities. It draws stunning parallels to industrial production, which cracked this very code over 100 years ago. Most importantly, it gives you an easy-to-follow, one-stop guide to boost efficiency, productivity, and morale among the very knowledge workers who struggle under the burden of the productivity paradox. Discover your organization’s true, untapped capacity. Maximize the productivity of every single knowledge worker. Uncover “better-than-best practices.” Reap benefits that drop straight to the bottom line. The power is in your hands—with The Knowledge Work Factory.
Over the last decade, there has been an increasing amount of research on knowledge-intensive business services (KIBS) and innovation. This book brings together current thinking on this subject from geographic and territorial perspectives. Researchers from across Europe and North America present contributions from a wide range of disciplinary approaches including management studies, innovation studies and geography. They explore areas such as innovation related cooperation between KIBS firms and their industrial partners, how KIBS firms mediate business knowledge and the impact that KIBS make in local, regional and international contexts. The book offers a timely exploration of the role played by the geographic and institutional environment in the processes that link KIBS, innovation and territory across different contexts.
In The Laws of the Knowledge Workplace, Dr Jemielniak has collected research-based chapters providing deep, interdisciplinary insight into knowledge professions, addressing issues of professional identity, emotion, power and authority, trust and indoctrination, and management behaviour. This leads to an examination of issues related to time and work scheduling and its bearing on play, family, symbolic sacrifices, and employee burn-out. In particular, it delves into the identity shifts between knowledge workers and managers, nepotism and turnover intentions among knowledge workers, the implementation of engineering projects, coordination problems in offshore production systems, leadership in virtual teams, decision support systems; taking into account the moral aspects of consequences, netnography as a tool for studying knowledge work, and innovative networks in the aviation industry. The accounts and studies in this book come from management, organization studies, sociology, and anthropology of work perspectives and are fully international in scope. They highlight the scale of the serious changes in occupational roles and to the meaning of work that is taking place in knowledge-intensive environments and give a pointer to what might constitute good and bad management practice in knowledge-intensive companies.
