Knowledge, Human Resources and Social Practice: The Knowledge-Intensive Business Service Firm as a Distributed Knowledge System

The knowledge base of firms is intrinsically linked to the knowledge of their employees. This is particularly the case in knowledge-intensive business services, where the production of services is almost entirely dependent on the ability of the firm to make use of the knowledge of the employees. App...

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Bibliographic Details
Published inThe Service industries journal Vol. 21; no. 1; pp. 81 - 102
Main Author Larsen, J.N.
Format Journal Article
LanguageEnglish
Published London Taylor & Francis Group 01.01.2001
Taylor & Francis Ltd
Subjects
Business services
Case studies
Employees
Human resources
Information technology
Innovations
Knowledge
Manufacturing
Organizational learning
Rationality
Service industries
Sociology
Strategic management
Studies
Tacit knowledge
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Summary:The knowledge base of firms is intrinsically linked to the knowledge of their employees. This is particularly the case in knowledge-intensive business services, where the production of services is almost entirely dependent on the ability of the firm to make use of the knowledge of the employees. Applying a distributed knowledge system view of the firm helps us understand that how knowledge is created is more important than what knowledge the firm and its employees have. This article presents findings from a case study of a large Danish knowledge-intensive business service firm. It turns out that knowledge not only resides in the minds of individual employees but also that it is constructed in the social interaction between members of teams.
Bibliography:ObjectType-Article-2
SourceType-Scholarly Journals-1
ObjectType-Feature-1
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ISSN:0264-2069
1743-9507
DOI:10.1080/714004998