Over the last decade, there has been a substantial rise in the
number of knowledge-intensive firms - constituted primarily of
professionals. The core assets of these businesses are the people
themselves. Handle them badly, and they may defect or stall.
Successful managers of knowledge-intensive firms must create
meaning among and inspire their employees, to ensure high
performance. To achieve this, leaders must understand how to target
each employee 's ambitions and challenges to facilitate their
personal and professional development.
This book examines what sets knowledge-intensive firms apart
from other types of organizations, and the resultant organizational
and strategic differences in business models, talent management,
and client-handling approaches. The authors bring their own
complementary perspectives on the subject: one, as the manager of a
private consulting firm with a strong research background; another,
as a business school professor whose practice-based skills are
fundamental to his work; and a third, a world leading commentator
on professional service firms acting as a consultant, business
school researcher and a manager.
Ejler, Poulfelt and Czerniawska present a new model for
transforming the management of knowledge-intensive firms, which is
supported throughout with practical examples and cases.
General
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