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| Author: | Robertson, M. Swan, J. |
| Title: | 'Control - What Control?' Culture and Ambiguity within a Knowledge Intensive Firm |
| Journal: | Journal of Management Studies
2003 : JUN, VOL. 40:4, p. 831-858 |
| Index terms: | CASE STUDIES KNOWLEDGE-BASED SYSTEMS KNOWLEDGE MANAGEMENT LOYALTY COMMITMENT ORGANIZATIONAL CULTURE |
| Language: | eng |
| Abstract: | This paper explores the distinctive culture that existed within a knowledge-intensive firm (KIF) and also attempts to explain the emergence and effects of this culture. The findings are based on a detailed case study that was conducted over two years within a consultancy firm that created and applied scientific knowledge and expertise to the invention of solutions for clients. The analysis shows how a strong culture based on an acceptance of ambiguity (e.g. in roles, power relations, organizational routines and practices) promoted the development of a loyal, committed, effective workforce and sustained a fluid and flexible form of project working over time. |
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