Managing knowledge experts, agencies, and organizations
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 organis...
| Autor principal: | |
|---|---|
| Otros Autores: | |
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Cambridge, U.K. ; New York :
Cambridge University Press
1997.
|
| Colección: | CUP ebooks.
|
| Acceso en línea: | Conectar con la versión electrónica |
| Ver en Universidad de Navarra: | https://innopac.unav.es/record=b39710865*spi |
| Sumario: | 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. |
|---|---|
| Descripción Física: | 1 recurso electrónico |
| Formato: | Forma de acceso: World Wide Web. |
| Bibliografía: | Incluye referencias bibliográficas (p. 197-208) e índice. |
| ISBN: | 9780511002571 9780521561501 9780521598873 |
