Knowledge-intensive Companies Research Articles

International company restructuring and the effects on high-skilled employees in lead companies

International company restructuring involving knowledge intensive jobs causes increasing concern about the effect on the globalization of high-skilled employees. Drawing on case studies in four Danish-based companies, this article argues that high-skilled employees in lead companies are rarely insulated from international restructuring processes. However, effects on wage and working conditions vary dependent on the motivation for restructuring, and as companies learn to take advantage of pools of skilled employees abroad. Continued international restructuring appear to challenge the insulation of high-skilled workers over time. Further, the article shows that knowledge intensive companies increasingly apply relational global value chain governance with multidirectional consequences for wage and working conditions among the high-skilled employees.

The role of mediation resources in the operation and development of knowledgeintensive small and medium enterprises

Address social and economic processes of social capital system between universities and the business sector – because of their special and similar characteristics – major emphasis will be displayed. Knowledge-intensive companies would be hard to imagine functioning without established links with tertiary education institutions and universities can now functions would be unthinkable without displaying the corporate sector sectoral specificities of knowledge and strategies of the university.
 Because of the development of knowledge-intensive business activities based on innovation-oriented economic development which are specific to innovative SMEs, funding sources and opportunities. In a typical operating environment of innovation, with sectoral, spatial and temporal factors are constantly changing. These factors are decisive elements in the innovation opportunities, and through this indirectly the success of these enterprises. The resources involved in mediating the markets perceive a high risk to price this innovation activities and their funding. Under the study to try to answer that by optimizing the functions of universities, how and in what form they may have a role in mitigating financial risks.

Differentiation of enterprises headquarters and activities

The University of Miskolc – as part of a needs assessment – took up contact with businesses that have the nature of the industry in line with the strategic objective areas of the institution. The survey focused on industry-wide is so limited, most of the knowledge-intensive company was that the knowledge economy is distinguished by relevant stakeholders through innovation activity.
 The research results of the questionnaire are within the framework of this study, we intend to review how the knowledge-intensive small and medium enterprises differentiate implantation of the headquarters and activities their scope.
 There are two types of embeddedness adapt the functions of universities with the aim to investigate the geographic scope of their activities in the extent of whether there is any impact on the local embedded and engagement.

Managing Human Resources in Open Boundaries Communities: The Case of 3D Printing Fablabs

Our research shows how knowledge-intensive companies can leverage on human resource management (HRM) in order to govern knowledge flows. We explore this topic within the context of 3D printing comm...

Profits, R&D and Labour: Breaking the Law of Diminishing Returns to Labour

A basic assumption in the economic literature is the one of diminishing marginal returns to labour. However, theoretical studies on knowledge and labour specialization assume that an increase in the knowledge investment embodied in the human capital of workers raises the marginal product of labour. In this paper, we propose a structural approach to test the hypothesis of non-diminishing returns to labour for a panel data set of R&D investing companies, and we explore how the marginal returns to labour vary with their level of knowledge capital (R&D) intensity. Our econometric analysis provides a number of results. First, we find that more knowledge intensive firms have non-diminishing returns to labour, while less knowledge intensive companies exhibit diminishing returns. Second, independently from the knowledge capital intensity, returns to labour increase with size. Relatively smaller firms have diminishing returns, while larger companies have non-diminishing to increasing returns to labour. However, we show that more knowledge intensive firms can attain the threshold of non-diminishing returns faster than their counterparts.

Interactive foresight simulation

The Combined Simulation Approach (CSA) is a way to evaluate risks and address potential unforeseen problems in a more interactive way than what is often observed in practice in companies or sectors. The approach is based on a combination of scenario analysis and discrete-event computer simulation with which the strategies can be continuously developed. The contribution of this paper is to narrow the knowledge gap between strategic, tactical and operational levels of an organization. The paper demonstrates how it is possible to work proactively with both the breadth and depth of strategies using a Danish knowledge intensive company as an example.

‘New Ways of Working’ as a tool for improving the performance of a knowledge-intensive company

This paper explores ‘New Ways of Working’ (NewWoW) – that is, non-traditional mobile and flexible work practices, settings and locations using sufficient ICT tools – as a novel approach to improve the performance of a knowledge-intensive organization. This paper makes a contribution by illustrating how the measurement of the impacts of NewWoW can be done and by producing empirical evidence of the benefits of NewWoW. The conceptual background of the study is anchored in the literature on knowledge work productivity and performance as well as on NewWoW. The empirical section reports a longitudinal case study of a change process during which the case company, Rapal, went through a NewWoW project. The impacts of the change are evaluated based on the results of both objective and subjective performance measures. The project was successful and resulted in significant cost savings as well as improvements in environmental performance (CO2 emissions).

Comportamento informacional: proposição de artefato para reflexão de interdependências entre dimensões de qualidade da informação

Seguindo os preceitos da abordagem Design Science Research, desenvolveu-se e testou-se o artefato "Engrenagem para Análise da qualidade da informação". O artefato objetiva sensibilizar os trabalhadores da informação quanto à importância da reflexão das interdependências entre as dimensões de qualidade da informação antes de se realizar qualquer ação junto ao recurso informação. Testes realizados junto a 33 funcionários, de seis micro e pequenas empresas intensivas em conhecimento, evidenciaram a efetividade do artefato. Após treinamento e uso do mesmo, observou-se alteração de comportamento informacional dos funcionários, especialmente com relação às dimensões raridade, disponibilidade, originalidade e precisão da informação.

Стратегии инновационного развития крупных наукоемких компаний: институты и механизмы управления изменениями

The paper discusses investment strategies of agents in technology markets (innovators, imitators, conservators), competitive strategies for innovative development as well as strategies of open and closed innovations. Some conclusions on innovative strategies of change management for large knowledge-intensive companies are drawn.

AMO framework and psychological empowerment: Conceptual model decoding the black box between HRM and innovative work behavior

Firms operate in an environment which is influenced by external forces like, government, professional associations, the competitors and other similar organizations operating in the organizational field (Dimaggio & Powell, 1983); knowledge intensive firms, are no exceptions. Purpose of this article is to devise comprehensive conceptual and statistical models for opening the black-box between high-involvement HR practices and innovative work behavior of employees working in knowledge intensive companies. The article explains the Ability-Motivation-Opportunity framework as the generating mechanism through which HR practices affect innovative work behavior through psychological empowerment and supportive work environment. Propositions are developed for future research endeavors, in order to substantiate and validate the proposed models.

Recruiting and Retaining Millennials in MINT-Occupations. Psychological Contract Expectations of MINT-Professionals in Switzerland

The shortage of workers in MINT professions in the wake of demographic change has begun to slow the pace of innovation and blunted some of its competitive edge – especially so in knowledge-intensive companies. A central research question with considerable relevance for HRM is therefore how the much sought-after MINT professionals can be recruited and retained effectively. The key to the sustainable recruitment and retention of young employees in MINT professions lies, in our point of view, in the systematic design of the social and psychological dimensions of the employer-employee relationship. Based on qualitative interviews and focus group discussions with MINT professionals (Generation Y and X), our paper explores the central expectations concerning their psychological contracts among MINT professionals of both age cohorts and outlines recommendations for the design of HRM practices (employer branding, recruitment, retention management).

A historical and descriptive review of the pioneer companies in the intangible management

Purpose: The importance and significance of the intangibles in recent years seems unquestionable to the current business environment is questionable but why not all companies, depending on their nature, are addressing their treatment. Trying to explain from the past the present situation, we will focus on analyzing the role business played in this development. Design/methodology/approach: This shall be performed at first a theoretical review of the origins of the business interest to intangibles and secondly an analysis of the reasons that argue such pioneers to address the management of these elements. Findings and Originality/value: Our results confirm both the existence of a heterogeneous between firms bet they observe the predominance of advice and knowledge intensive companies or technologies, all of great size, as the existence of different reasons for starting this management of the intangible between the protruding inform the role of different stakeholders not booked capital. Research limitations/implications: We have analyzed only those cases we have considered like the most representative pioneers internationally, for this reason we consider necessary in the future enlargement of the cases studied. Practical implications: Our results have important implications to guide research in this field, because they suppose a call for attention for the analysis of those companies are not managing their intangibles. Social implications: Our results also are a means to guide institutional-political actions in this matter, given the relationship between intangibles and value creation. Originality/value: This paper contributes to existing research on the development of the evolution of corporate interest in intangible cataloging the pioneers and offering an explanation of the reasons offered to carry out the disposal of these items.

Intellectual capital reporting: a longitudinal study of New Zealand companies

Purpose – The purpose of this paper is to examine intellectual capital reporting patterns of New Zealand companies over a longitudinal period, comparing knowledge intensive companies with traditional product-based companies. Design/methodology/approach – Content analysis was used to examine the intellectual capital reporting of five knowledge intensive companies and five traditional product-based companies listed on the New Zealand Stock Exchange during 2004-2010. Findings – The longitudinal study found that although there was an increase in intellectual capital reporting from 2004 to 2010, there was no strong pattern reflecting a marked increase in reporting over the time period. The findings also show that the level of intellectual capital reporting cannot be determined by the type of organisation. Further, the majority of intellectual capital reporting was found to be in discursive form and only a small percentage of reporting conveyed negative news. Research limitations/implications – The results of this study are limited by the small sample size overall and the small number of companies in both the knowledge intensive and the traditional product-based groups. Practical implications – The research suggests areas that could be considered by regulatory bodies and policy makers when developing more informed intellectual capital reporting guidelines. Originality/value – This research provides a basis for further research, debate and action regarding intellectual capital in both academia and practice. Longitudinal intellectual capital reporting research and distinctions between knowledge intensive and traditional product-based companies have seldom been undertaken. Consequently little is known about the changes in intellectual capital reporting over time or the differences in intellectual capital reporting, if any, between type of company.

From hub-airport to hub-office: new focal points of multiscalar knowledge generation. The case of Amsterdam-Schiphol and Frankfurt Rhine-Main

Accessibility is the prerequisite of today’s globalised, knowledge-driven, and networked economies. Moreover, accessibility and good transportation linkages are the key to and a focus for sustained real estate developments. Where accessibility is the highest and agglomeration advantages can unfold their positive cumulative causation, the likelihood increases that people meet other people: interacting, exchanging information, learning from each others successes and failures, and eventually generating new knowledge through personal interactions. Not long ago, Amsterdam and Frankfurt airports were considered purely infrastructural facilities. This situation is changing, and increasingly both airports resemble urban entities. Within this transformation of the airports, the knowledge economy has proved to be a major driver. Findings show that knowledge-intensive companies make strategic use of the location and the hub competence of the airport by installing a highly accessible ‘hub office’ within their internal office hierarchy.

Transferência de Conhecimento em Projetos de Consultoria em Vendas: Um Estudo de Caso de uma Empresa P-KIBS

Este estudo teve por objetivo descrever as etapas do processo de transferência do conhecimento em uma empresa prestadora de serviços de consultoria, tendo como base de análise dois projetos de consultoria em vendas. As empresas prestadoras de serviços de consultoria são consideradas empresas intensivas em conhecimento, denominadas p-KIBS (Personal Knowledge Intensive Business Services). O atributo mais importante das p-KIBS refere-se à interação entre prestadores e usuários do serviço, necessária para a transferência de conhecimento. Como resultado da pesquisa, identificou-se que durante a prestação do serviço que a etapa de integração e retenção do conhecimento não ocorreu. Esta é uma das uma das mais importantes etapas no processo de prestação de serviço, pois os mecanismos de feedback e replicação do conhecimento são fundamentais para garantir a renovação de competências. Em função dos resultados encontrados, é proposto um modelo que integra as etapas de transferência no processo de prestação do serviço. As etapas integradas, se realizadas de forma eficiente dão rapidez de resposta às possíveis demandas do cliente, sem ter que esperar o processo normal de seleção de fornecedores, e, ao mesmo tempo, ampliam e atualizam a base de conhecimento da empresa, de modo que a base de serviços prestados também se amplia.DOI:10.5585/gep.v4i3.174

The network dimensions of intra-organizational social capital

AbstractThe article provides the results of research carried out within the organizational social capital theory and the network theory of organizations. The research contributes to these theories by identifying, through an analysis of the literature, 10 informal network sources of intra-organizational social capital. A model for representing and measuring intra-organizational social capital based on the 10 informal organizational networks identified and on three different conceptual perspectives (structural, relational and cognitive) is subsequently proposed. The model is validated through an empirical study conducted within five divisions of a knowledge-intensive company. The research results suggest that among the 10 informal relationships studied, the accessibility of individuals primarily predicts the emergence of more informal relationships, which are the real source of intra-organizational social capital through resource exchange and combination. Furthermore a continuous working cooperation and the willingness of colleagues to make themselves available for cooperation also create a shared organizational culture in terms of language, norms and values and maintain a stable working information flow within organizations.

INTER-ORGANIZATIONAL NETWORKS AND INNOVATION IN SMALL, KNOWLEDGE-INTENSIVE FIRMS: A LITERATURE REVIEW

A growing body of research acknowledges that inter-organizational networks greatly influence a firm's innovation performance. This study extends our understanding of this relationship by considering the effect of inter-organizational networks on innovation in small, knowledge-intensive companies. Based on a literature review, we formulate four propositions regarding the moderating effects of firm size and knowledge intensity on the relationship between inter-organizational networks and innovation, as well as the influence of these factors on the development of the inter-organizational networks themselves.

The Effective Application of LMS for Sustainable Knowledge Management Skills & Abilities

The advances in information and communications technology (ICT) present enterprises with unique opportunities to seek appropriate and suitable LMS solutions. In addition, globalization and migration contribute to a more complex problem. Not only are enterprises competing with their national counterparts and migrant workers but also they are contending with organizations almost everywhere in the world. For the sake of survival, enterprises must apply individuals’ skill-sets, experience, and understanding in maximum ways. Huang[9] opined that the creation and evolution of knowledge-based economies has led to the corresponding demand for knowledge workers because of the high concentration of “knowledge-intensive companies” (p. 924). There may be controversy surrounding respective learning experience as opined by Guo[7] but what is clear is that within the current framework, not much choice exists to escape the contemporary demands for knowledge workers and their related means of learning to withstand the realities of economic flux and global instability.

The Role of Destination Spatial Spillovers and Technological Intensity in the Location of Manufacturing and Services Firms

Focusing on the characteristics of destinations, we seek to identify the relevance of spatial spillovers while driving location choices of manufacturing and services firms. With this objective, we apply a spatial conditional logit equation to model empirically the behaviour of 1 092 864 firms established in 316 municipalities of the Spanish Mediterranean Arc during the period 1998–2008. Our econometric specification allows us to identify both types of external spatial effects, direct or locally bounded, and indirect or associated-neighbourhood spatial effects. Further, we propose a broad indicator of spatial spillovers generated by a given destination. Empirical findings show that spatial spillovers generated by destinations have greater impacts on the location decisions of manufacturing companies compared with those of services. When we break down the sample by technological intensity of activities, we observe that spatial spillovers are more willing to affect decisions of knowledge-intensive companies r...

Academy-Industry Cooperation: Towards a New Convenant for Indian Business Competitiveness

The role that knowledge plays in competitiveness in the market place, has increased dramatically over the last two decades. This has been arguably one of the most significant economic trends of the late 20th century - a process linked closely with the rapid internationalization of business and finance, and the emerging dominance of knowledge-intensive companies in the global economy. In India, the business leadership has now recognized the need for knowledge, mainly because the economic liberalization policies of the 1990s have exposed Indian companies to the threat of competition. The competitiveness-enhancing knowledge that business firms require is mainly of two types - organizational and technological. The first category of knowledge is that embodied in managerial, organizational and strategic skills, while the other is technological knowledge. On both these dimensions, Indian companies find themselves confronted by the need to change, in order to adapt better to the altered rules of the game. From where will Indian companies source their new requirements of knowledge? By virtue of their charter and mission, the activities of Indian management institutes or institutes of technology are dominated by an applied orientation. Hence, one may expect that such institutions are most likely to be prepared to meet this need. Does it then make sense for Indian business organizations and such academic institutions in India to forge mutually beneficial cooperative arrangements? Answers to these questions, focusing on management institutes, are explored in this paper.As far as Indian academic institutions dealing with management and technology are concerned, they too are confronting a vastly changed scenario, and are reorienting their focus of activity. Increased costs, together with constrained support from the government, have made these institutions much more attuned to market demands. Their response to the changed situation is reflected in the pattern of their teaching, research and training activities. In the leading management institutes for example, there has been a conscious effort to increase market relevance via more and varied executive training programmes. The quality of their core post- graduate (MBA level) degree/diploma programmes is increasingly Professor of Economics & Social Sciences, Indian Institute of Management Bangalore judged, internally and externally, by the salaries that their graduates command in the job market. Many management institutes have sought, in other ways as well, to move closer to business and industry. This trend is exemplified by the presence of leading industrialists on campuses, as guest speakers and more prominently, as Chairmen of the governing boards of these institutions. From these synergic trends, one may be tempted to conclude that the pattern and prospects of cooperation between Indian business and management academia are on an optimal trajectory. As we argue below, such a conclusion is unwarranted. Much more progress needs to be made, if the full potential of mutual gains is to be realized. To assess the trends in terms of their significance and long term implications, it is necessary to examine this issue from a strategic perspective. The context is given by the twin processes of liberalization and globalization, and we need to ask in what way the institutional objectives of business and academic organizations can be served by deeper levels of cooperation. This is attempted in this paper. The remainder of the paper is organized as follows: The next section takes the question of why academy and industry should cooperate. The discussion in the section is in two parts. Part I examines the industry perspective with particular reference to its current demand for knowledge. Part II considers the issue in relation to the need for strategic knowledge. It focuses on the knowledge that management institutions currently provide to industry. It goes on to examine how the present may change towards greater collaboration. The paper ends with a brief conclusion.