Managing Knowledge

This book examines how the emergence of 'knowledge workers' affects traditional work and organisation patterns.

This book examines the emergence of atypical work. It focuses on knowledge-based employees - or experts - to show the way in which they are ushering in changes in the work environment. The authors consider their impact on our understanding of labour markets and organisational behaviour.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.