175:, but that salaries of the knowledge workers in both groups of countries differ very much. Knowledge-intensive companies from knowledge-based economies may propose much better incentives to have them move and work for them. This is the reason why human resources from transition countries are drained to those countries, that are characterized by the salary competitive advantage.
254:
A. Gerbasi, D. Latusek, Cultural
Differences in Trust in High-Tech International Business Ventures: The Case of a US-Poland Cooperation, D. Jemielniak, A. Marks, (eds.), Managing Dynamic Technology-Oriented Businesses: High Tech Organizations and Workplaces, Business Science Reference – IGI Global,
77:
were responsible for 4% of the profit. In the 1970s, 80% of the profit came from equipment divisions, 15% from the software division, and 5% from services. In the 1990s services contributed to 30% of IBM's profits. In 2007 , services made up 37% of income, close to the amount of income generated
125:
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
40:
costs are a large part. Employees of knowledge enterprises usually have an academic education, and while this is not required, education is helps in the legitimization of expert status and high fees. The work in knowledge enterprises is based on employees' intellectual skills and the tasks are not
19:
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
86:
of companies. This evolution has forced a shift in the access to these resources from manual to non-manual (knowledge) workers. The structure in companies was also changed, as decision making power was handed down from owners and top managers to middle managers and specialists. These developments
20:
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
142:
to conduct managerial processes, and organize working environments for all employees, from executive to top management. This is why software development is crucial for the existence and evolution of such knowledge companies.
113:
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
191:
Praca oparta na wiedzy: praca w przedsiębiorstwach wiedzy na przykładzie organizacji high-tech, Wydawnictwa
Akademickie i Profesjonalne, Akademia Leona Koźmińskiego, Warszawa 2008, p. 22.
106:
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
147:
are also developed for many areas within such organizations, since without them it is difficult to control and coordinate work that is dedicated to innovation, and problem-solving.
28:
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
99:
Client-based companies, in which terms of strategic concentration are client-oriented, and resources are controlled individually. Some examples include
155:
The main reason for the ‘brain drain’ phenomenon and the involvement of knowledge companies, is a great gap between the education that
78:
by IBM rendering, which was 40%. This example only reflects the overall change, which is manifested by the reversed proportion between
276:
134:
Knowledge enterprises, due to their high-tech profile, almost exclusively base themselves on IT technologies. This includes using
53:. Over time, the economy has put more priority on services. The emergence of knowledge companies is also called a symptom of the
54:
271:
37:
144:
119:
107:
160:
159:
can get and the low wages that they receive. The problem is that educational infrastructure in the
50:
135:
69:
seen in the change in structure and income. In 1924, IBM's 96% of profits were generated by
156:
83:
21:
171:
does not have to catch up with their counterparts in knowledge-based economies, like the
168:
164:
79:
265:
172:
74:
33:
49:
According to
Jemielniak, knowledge enterprises have emerged due to changes in the
100:
29:
139:
87:
accompany the emergence and growing importance of knowledge enterprises.
57:, in which the workers are separated from the owners of the production.
70:
95:
Knowledge enterprises, according to
Lowendahl, can be divided into:
41:
routine. The skill of combining different knowledge is required.
66:
65:
The idea of a knowledge company and its effects is shown in
118:
In another approach knowledge companies are divided into
122:companies, and research and development companies.
8:
206:Knowledge Work and Knowledge-Intensive Firms
184:
91:Classification of knowledge enterprises
151:Knowledge enterprises and brain drain
24:, and the other knowledge-intensive.
7:
199:
197:
126:seen as knowledge-intensive units.
110:and software development companies.
73:the manufacturing equipment, while
45:Emergence of knowledge enterprises
14:
130:Tools of knowledge enterprises
1:
55:third industrial revolution
293:
208:. Oxford University Press.
277:Types of business entity
38:research and development
204:Alvesson, Mats (2004).
103:and accounting bureaus.
255:Hershey 2012, pp. 1-2.
145:Software applications
108:advertising companies
161:transition countries
120:professional service
17:Knowledge enterprise
227:Ibidem, pp. 24-25.
218:Ibidem, pp. 23-24.
84:intangible assets
284:
256:
252:
246:
243:
237:
234:
228:
225:
219:
216:
210:
209:
201:
192:
189:
157:IT professionals
292:
291:
287:
286:
285:
283:
282:
281:
272:Knowledge firms
262:
261:
260:
259:
253:
249:
245:Ibidem, pp. 26.
244:
240:
236:Ibidem, pp. 25.
235:
231:
226:
222:
217:
213:
203:
202:
195:
190:
186:
181:
153:
132:
93:
63:
61:Case study: IBM
47:
36:products where
27:
22:labor-intensive
12:
11:
5:
290:
288:
280:
279:
274:
264:
263:
258:
257:
247:
238:
229:
220:
211:
193:
183:
182:
180:
177:
169:Eastern Europe
152:
149:
131:
128:
116:
115:
111:
104:
92:
89:
62:
59:
51:global economy
46:
43:
13:
10:
9:
6:
4:
3:
2:
289:
278:
275:
273:
270:
269:
267:
251:
248:
242:
239:
233:
230:
224:
221:
215:
212:
207:
200:
198:
194:
188:
185:
178:
176:
174:
173:United States
170:
166:
162:
158:
150:
148:
146:
141:
137:
129:
127:
123:
121:
112:
109:
105:
102:
98:
97:
96:
90:
88:
85:
81:
76:
75:punched cards
72:
68:
60:
58:
56:
52:
44:
42:
39:
35:
34:mass-produced
31:
25:
23:
18:
250:
241:
232:
223:
214:
205:
187:
154:
133:
124:
117:
94:
64:
48:
26:
16:
15:
101:law offices
266:Categories
179:References
114:companies.
30:prototypes
140:software
136:hardware
80:tangible
165:Central
71:leasing
167:and
138:and
82:and
163:in
67:IBM
32:or
268::
196:^
Text is available under the Creative Commons Attribution-ShareAlike License. Additional terms may apply.