Knowledge enterprise
Knowledge enterprise is a knowledge company. Variations of this name include knowledge-intensive company, organisation, or enterprise. However, the scope and origin of this terminology is unclear, according to D. Jemielniak. This term can be more readily defined by how much a company depends on knowledge, and how much that dependence plays a part in the company. There is no consensus on how dependent a company must be for it to be considered a knowledge company. However, there are some variations in knowledge companies, such as in the economy, in which there are two groups, one
Knowledge enterprises are defined as enterprises where knowledge and knowledge-based products are offered to the market. The products and services can vary from plans to
Emergence of knowledge enterprises
According to Jemielniak, knowledge enterprises have emerged due to changes in the
Case study: IBM
The idea of a knowledge company and it's effects is shown in IBM seen in the change in structure and income. In 1924, IBM's 96% of profits were generated by
Classification of knowledge enterprises
Knowledge enterprises, according to Lowendahl, can be divided into:
- Client-based companies, in which terms of strategic concentration are client-oriented, and resources are controlled individually. Some examples include law officesand accounting bureaus.
- Problem-solving-oriented companies, in which strategic concentration is focused on creative problem solving and innovation, and resources are allocated on a team basis. Examples include advertising companiesand software development companies.
- Output-based companies, in which strategic concentration is based on adaptability and application of already existing solutions, and resources are allocated by the organization. An example could be management consultancy companies.[5]
In another approach knowledge companies are divided into professional service companies, and research and development companies.[6]
Companies with multiple different units may only have some of those units as knowledge-intensive units. They work for the whole enterprise and their services are usually not offered outside the company. For example, research and development, designing, engineering, accounting, and law units can be seen as knowledge-intensive units.[2]
Tools of knowledge enterprises
Knowledge enterprises, due to their high-tech profile, almost exclusively base themselves on IT technologies. This includes using
Knowledge enterprises and brain drain
The main reason for the ‘brain drain’ phenomenon and the involvement of knowledge companies, is a great gap between the education that
References
- ^ Praca oparta na wiedzy: praca w przedsiębiorstwach wiedzy na przykładzie organizacji high-tech, Wydawnictwa Akademickie i Profesjonalne, Akademia Leona Koźmińskiego, Warszawa 2008, p. 22.
- ^ a b Alvesson, Mats (2004). Knowledge Work and Knowledge-Intensive Firms. Oxford University Press.
- ^ Ibidem, pp. 23-24.
- ^ Ibidem, pp. 24-25.
- ^ Ibidem, pp. 25.
- ^ Ibidem, pp. 26.
- ^ A. Gerbasi, D. Latusek, Cultural Differences in Trust in High-Tech International Business Ventures: The Case of a US-Poland Cooperation, [in:] D. Jemielniak, A. Marks, (eds.), Managing Dynamic Technology-Oriented Businesses: High Tech Organizations and Workplaces, Business Science Reference – IGI Global, Hershey 2012, pp. 1-2.