Management Practices in High-Tech Environments
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The concept of innovation management and learning organizations concepts strongly emphasize the high role of human/intellectual capital in the company and the crucial function of knowledge in modern society. However, there is often a paradox between managerial language and actual practice in many organizations: on one hand, knowledge-workers are perceived as the most valued members of organizations while, on the other, they are being manipulated and "engineered"-commonly driven to burn-out, and deprived of family life. All this leads to the emergence of new organizational phenomena that, up to...
The concept of innovation management and learning organizations concepts strongly emphasize the high role of human/intellectual capital in the company and the crucial function of knowledge in modern society. However, there is often a paradox between managerial language and actual practice in many organizations: on one hand, knowledge-workers are perceived as the most valued members of organizations while, on the other, they are being manipulated and "engineered"-commonly driven to burn-out, and deprived of family life. All this leads to the emergence of new organizational phenomena that, up to now, have been insufficiently analyzed and described. Management Practices in High-Tech Environments studies this issue thoroughly from an international, comparative, cross-cultural perspective, presenting cutting-edge research on management practices in American, European, Asian and Middle-Eastern high-tech companies, with particular focus on fieldwork-driven, but reflective, contributions.
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