Knowledge Work And Knowledge-Intensive Firms

By Mats Alvesson. 2004

741 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/9a1848d298d155c9d641fc70408d58c9898330aa

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Citations in the corpus

Work design for different generational cohorts : Determining common and idiosyncratic job characteristics (2014, background): “While knowledge work has already been theoretically defined and described (e.g. Jackson et al., 2003; Alvesson, 2004; Davenport, 2005), we still lack generationally based empirical findings about the work design practices for knowledge workers.”
Unveiling Professional Development: A Critical Review of Stage Models (2006, background): “…Internet (Castells, 1996); the growth of knowledge- and service-based industries (Neef, 1998); the emergence of so-called knowledge-intensive firms (Alvesson, 1993, 2004; Starbuck, 1992); increased professionalization (Albert & Bradley, 1997); and the globalization of economies (Gilpin, 2000)…”
New Telework, Time Pressure, and Time Use Control in Everyday Life (2019, background): “This implies that essential constraining features associated with managers’ trust, power, and control have been eased [18].”
Telework: a challenge to knowledge transfer in organizations (2010, background): “Such a label may be contentious since it refers to a particular view of the development of our society – the knowledge society – as well as to a specific and evolving literature on knowledge work (see eg, Alvesson 2004 ).”
Normal Accident Theory versus High Reliability Theory: A resolution and call for an open systems view of accidents (2009, background): “Knowledge workers generally work in autonomous teams (Alvesson, 2004).”
Knowledge workers: what keeps them committed; what turns them away (2007, background): “This theme is echoed by Alvesson (2004) who claimed that much work in many knowledge intensive firms is routine, and Fleming et al. (2004) who found that by ‘going below the surface’ the growth in occupations that were deemed to be knowledge work revealed a growth in many of the more routine…”
Out of the Box? How Managing a Subordinate’s Multiple Identities Affects the Quality of a Manager-Subordinate Relationship (2015, unknown): “Notably, the manager and subordinate will continue to exchange resources with one another that typify their roles in the relationship (e.g., Adler & Kwon, 2002; Alvesson, 2004; Cropanzano & Mitchell, 2005; Liden & Graen, 1980; Tsui et al., 1997) including role-related knowledge (Alvesson, 2001, 2004”
What are communities of practice? A comparative review of four seminal works (2005, background): “So while acknowledging the power and practical value of such works, Wenger, McDermott and Snyder (2002) is viewed in this paper from a critical stance (Alvesson 2002), consistent”