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Knowledge-intensive Firms (knowledge-intensive + firm)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting100%

Selected Abstracts

Knowledge-intensive firms: the influence of the client on HR systems

HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 3 2003
Juani Swart
HR systems play a critical role in growing knowledge-intensive firms (KIFs) by facilitating the conversion of human capital into intellectual capital, which has market value. However, the choice of HR system is constrained by the relatively small number of clients they have in business-to-business relationships. This article seeks to understand how and why these client relationships affect the choice of HR practices in these firms. We address this issue by drawing on extensive empirical research currently under way in KIFs. Our research shows that HR practices can be influenced strongly by the client, both directly and indirectly. However, some KIFs will use their HR practices as a means of managing the relationships they have with their clients by shaping their boundaries with their clients and building organisational, professional and client identities. The varying client influence can be understood by examining the nature of the power relationship between the client and supplier, which is influenced by the uniqueness of the services provided. This has implications for our understanding of the factors affecting the exercise of a constrained choice of HR systems. [source]

Knowledge management in international mergers

KNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 2 2002
Frits D. J. Grotenhuis
This paper discusses the need for knowledge management in mergers and acquisitions. In mergers and acquisitions two cultures are combined, and also two systems of knowledge and insights are integrated. In order to develop and sustain competitive advantages for the knowledge-intensive firm, strategic management should enable the development and sharing of new knowledge and other resources. However, a number of factors make knowledge management a highly fragile process. This paper discusses some preliminary findings, indicating directions for future research regarding factors that play a role in knowledge creation, and the roles for knowledge enablers in facilitating this process of knowledge creation. Copyright © 2002 John Wiley & Sons, Ltd. [source]

Knowledge-intensive firms: the influence of the client on HR systems

HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 3 2003
Juani Swart
HR systems play a critical role in growing knowledge-intensive firms (KIFs) by facilitating the conversion of human capital into intellectual capital, which has market value. However, the choice of HR system is constrained by the relatively small number of clients they have in business-to-business relationships. This article seeks to understand how and why these client relationships affect the choice of HR practices in these firms. We address this issue by drawing on extensive empirical research currently under way in KIFs. Our research shows that HR practices can be influenced strongly by the client, both directly and indirectly. However, some KIFs will use their HR practices as a means of managing the relationships they have with their clients by shaping their boundaries with their clients and building organisational, professional and client identities. The varying client influence can be understood by examining the nature of the power relationship between the client and supplier, which is influenced by the uniqueness of the services provided. This has implications for our understanding of the factors affecting the exercise of a constrained choice of HR systems. [source]

The Effect of Environmental Turbulence and Leader Characteristics on International Performance: Are Knowledge-Based Firms Different?

CANADIAN JOURNAL OF ADMINISTRATIVE SCIENCES, Issue 1 2004
Olli Kuivalainen
The aim of this paper is to study the effect of environmental turbulence and leader characteristics on international performance. It is suggested that these phenomena explain the differences between knowledge-intensive companies and traditional industrial enterprises in the internationalization process. The empirical part of the study is based on a large cross-industrial survey of Finnish small and medium-sized enterprises. Our results indicate that knowledge-intensive firms have experienced more intensive international growth than other firms. They are also operating in an environment in which technological turbulence is significantly higher, and their leaders put more emphasis on internationalization. Generally, environmental turbulence is a better indicator of international performance in knowledge-intensive firms than in others. Résumé Dans le présent article, nous étudions l'impact de la turbulence environnementale et des caractéristiques des leaders sur la performance internationale. On estime que ces phénomènes rendent compte des différences qui existent, dans le processus d'internationalisation, entre les entreprises à forte concentration de savoir et les entreprises industrielles traditionnelles. La partie empirique de l'étude s'appuie sur une grande enquête trans-industrielle de petites et moyennes entreprises finnoises. Nos résultats indiquent que les entreprises à forte concentration de savoir connaissent une croissance internationale plus grande que les autres entreprises. L'étude montre aussi que les entreprises à forte concentration de savoir opèrent dans un environnement marqué par une plus grande turbulence technologique. Par ailleurs, leurs leaders mettent plus l'accent sur l'internationalisation. D'une façon générale, la turbulence environnementale permet de mieux apprécier la performance internationale dans les entreprises à forte concentration de savoir que dans d'autres entreprises. [source]