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Managing Knowledge

Author

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  • Albert,Steven
  • Bradley,Keith

Abstract

Managing Knowledge reverses the status quo argument that organisational change is driven by the specific demands of large companies. Instead of viewing firms as the catalysts for gradual change, Albert and Bradley argue that expert professionals have fuelled a break away from the traditional organisational structure to an organisational structure at the heart of which is an agent and/or an agency system. The authors draw our attention to the growing phenomenon of atypical work manifested in workforce flexibility, mobility, the feminisation of professional employment, and technological changes. They focus upon a group of knowledge-based employees - experts - who increasingly have influence over work and wealth creation. Case studies are developed from companies including AT and T, the Hollywood film industry, London accounting firms, and specialised agencies such as Labforce and Knowledge Net.

Suggested Citation

  • Albert,Steven & Bradley,Keith, 1997. "Managing Knowledge," Cambridge Books, Cambridge University Press, number 9780521561501.
    • Handle: RePEc:cup:cbooks:9780521561501
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    Cited by:

    1. Hussi, Tomi, 2003. "Reconfiguring Knowledge Management. Combining Intellectual Capital, Intangible Assets and Knowledge Creation," Discussion Papers 849, The Research Institute of the Finnish Economy.
    2. Tahvanainen, Antti-Jussi & Hermans, Raine, 2008. "Value Creation in the Interface of Industry and Academy - A Case Study of Intellectual Capital of Technology Transfer Offices At US Universities," Discussion Papers 1148, The Research Institute of the Finnish Economy.

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