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The Effects of Organizational Culture on Contingent Knowledge Workers

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Book cover Talent Management of Knowledge Workers

Abstract

Knowledge is power! From the time of Sir Francis Bacon’s observation (1561–1626) so many years ago, very little has changed. In fact, knowledge has created even more power for those who own it. Knowledge is unfathomable and difficult to capture; it is impenetrable, immeasurable, cannot be weighed, and exists in the minds of people. Therefore, it is no understatement to say that the associated term, ‘contingent knowledge worker’, is a mysterious and evasive phenomenon, and its true meaning to the world of work has not yet been unveiled.

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  1. Lien Els
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  1. School of Business of Reykjavik University, Iceland

    Vlad Vaiman (Associate Professor of International Management) (Associate Professor of International Management)

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© 2010 Lien Els

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Els, L. (2010). The Effects of Organizational Culture on Contingent Knowledge Workers. In: Vaiman, V. (eds) Talent Management of Knowledge Workers. Palgrave Macmillan, London. https://doi.org/10.1057/9780230277526_5

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