Modes of Organizing in an Expert Consultancy: A Case Study of Knowledge, Power and Egos
研究了一家专家咨询公司12年历史中主导组织模式的变化，发现其并未如预期保持知识密集型特征，反而日益正式化，非正式规范限制了创新，质疑了当前组织模式的可持续性。
This paper presents an empirical study of an `expert' consultancy focusing on the changes that have occurred in the dominant mode of organizing over its 12-year history. From its inception, the firm was deliberately structured in such a way as to stimulate invention and innovation. The paper traces the changes that have occurred with specific reference to frameworks which emphasize modes of knowledge, knowledge communication and power. The research found that the organization had changed in ways not in keeping with that predicted for firms that are `knowledge intensive', becoming formalized over time. Whilst explicit rules and procedures had not been implemented, dominant norms and values had emerged which shaped organizational arrangements and constrained processes of innovation. Thus, we question the sustainability of contemporary modes of organizing.