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What is Knowledge Intensive Organization

Chapter 20
Handbook of Research on Communities of Practice for Organizational Management and Networking: Methodologies for Competitive Advantage
In knowledge intensive organization, human capital is dominant, in comparison to physical or financial capital (e.g., Løwendahl, 1997 ; Alvesson, 2001 ; Starbuck 1992 ). The most work is said to be intellectual in nature and well-educated, qualified employees form the major part of the workforce ( Alvesson, 1995 ; Alvesson, 2000 ; Robertson & Swan, 1998 ; Starbuck, 1992 ).
Published in Chapter:
Knowledge Sharing Within and Between Communities of Practice in a Knowledge Intensive Organization
Tuija Lämsä (University of Oulu, Finland) and Satu Nätti (University of Oulu, Finland)
Copyright: © 2011 |Pages: 18
DOI: 10.4018/978-1-60566-802-4.ch020
Abstract
However, it is worth noting that while communities of practice are traditionally seen as the creators of knowledge and innovations, it is also important to acknowledge the challenges and even obstacles of these tightly-coupled groups may bring to the organizational knowledge sharing and learning processes. These issues are mainly defined through our empirical case examples we have linked to the theoretical review.
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