Power and Control in Knowledge-Intensive Firms: Post-Bureaucratic Firms and Enterprise Culture

Sharing knowledge in knowledge-intensive firms

Knowledge-intensive firms need to share knowledge held by employees if they are to gain the most from their intellectual capital and compete effectively in the marketplace. Sharing and integrating knowledge within the organisation depends partly on building social capital. However, there are obstacles to this integration because knowledge is often distributed throughout the organisation. This a...

Organizational Structure and Product Choice in Knowledge-Intensive Firms

This paper formulates a model in which a …rm simultaneously chooses its organizational structure and product position. The …rm’s production is knowledge-intensive, requiring employees to solve problems. A vertical hierarchy in which workers refer unsolved problems to managers facilitates the acquisition and leveraging of managers’superior knowledge. I show that a larger span of control is compl...

Innovation of knowledge intensive service firms in urban areas

This paper investigates the agglomeration of Knowledge Intensive Service (KIS) firms in urban areas. In accordance with the Regional Innovation Systems approach it is argued that cities provide crucial innovation advantages working as centripetal forces for KIS. Applying multivariate logit regressions to a company survey of the city of Karlsruhe, the second largest city of the German federal st...

Enterprise Resource Planning Systems in Family Firms

Knowledge Management in Small Firms

This paper explores knowledge management in small and medium-sized firms (SMEs). It investigates the use of Lotus Notes in SMEs of a developing country as a counterpoint to the large firm, developed country emphasis of existing research. It develops taxonomy of Lotus Notes use within the context of different knowledge management processes; notably communicating, co-ordinating and collaborating....