Skilled workers of the early nineteenth century enjoyed a degree of professional independence because workplace knowledge and technical skill were their "property," or at least their attribute. In most sectors of today's economy, however, it is a foundational and widely accepted truth that businesses retain legal ownership of employee-generated intellectual property. In Working Knowledge, Catherine Fisk chronicles the legal and social transformations that led to the transfer of ownership of employee innovation from labor to management. This deeply contested development was won at the expense of workers' entrepreneurial independence and ultimately, Fisk argues, economic democracy. By reviewing judicial decisions and legal scholarship on all aspects of employee-generated intellectual property and combing the archives of major nineteenth-century intellectual property-producing companies--including DuPont, Rand McNally, and the American Tobacco Company--Fisk makes a highly technical area of law accessible to general readers while also addressing scholarly deficiencies in the histories of labor, intellectual property, and the business of technology.

Unlock your company’s true potential by eliminating knowledge work waste that’s hiding in plain sight.Back in 1987, Nobel laureate Robert Solow quipped, “You can see the computer age everywhere but in the productivity statistics.” This costly condition soon became known as the “productivity paradox.” Why does it persist today? Why do knowledge workers spend a third of their days on needless correction, avoidable work and overservice, despite existing office technology that could help, even automate, their actions? And why does nobody notice? The answers—and solutions—are in this book. The Knowledge Work Factory uncovers the well-intentioned waste that hides in plain sight within virtually every organization. It reveals the ingrained perceptual biases that trick our brains into accepting the status quo and missing breakthrough opportunities. It draws stunning parallels to industrial production, which cracked this very code over 100 years ago. Most importantly, it gives you an easy-to-follow, one-stop guide to boost efficiency, productivity, and morale among the very knowledge workers who struggle under the burden of the productivity paradox. Discover your organization’s true, untapped capacity. Maximize the productivity of every single knowledge worker. Uncover “better-than-best practices.” Reap benefits that drop straight to the bottom line. The power is in your hands—with The Knowledge Work Factory.

This open access book makes a contribution to our understanding of one of the social challenges facing many western nations i.e. the challenge of an ageing population. It specifically addresses the issue of competence among older employees. Others have studied ageing populations in terms of the economic burden or the pressure on healthcare services and generally view the rising numbers of seniors more as a challenge than an opportunity. In this book, authors discuss ways of gaining positive benefits from our ageing and more experienced work force.

Putting Knowledge to Work unveils the role that knowledge plays in NGOs work in international cooperation for development, unpacking tensions and challenges faced by small- and medium-sized development NGOs in particular; analysing cases in which organizations have devised inspiring solutions to improve their own performance.

Addresses the following questions: What is knowledge work? What are strategies and methods for increasing productivity, quality, effectiveness and value of knowledge work? Can knowledge workers be managed, and if yes, how? What are adequate methods for measuring performance of knowledge workers?

Work Process Knowledge brings together the findings of twenty-four leading researchers on new forms of work and the demands these place on workers' knowledge and skill. Their findings, based on a new set of investigations in a wide range of manufacturing and service industries, identify the kinds of knowledge required to work effectively in the post-Taylorist industrial organization. Raising fundamental issues for current industrial policy, science and technology policy, and ways of managing the post-Taylorist organization and developing human resources, this book will be of essential interest to academics and professionals working in the fields of management, human resource development, and workplace learning.

In The Laws of the Knowledge Workplace, Dr Jemielniak has collected research-based chapters providing deep, interdisciplinary insight into knowledge professions, addressing issues of professional identity, emotion, power and authority, trust and indoctrination, and management behaviour. This leads to an examination of issues related to time and work scheduling and its bearing on play, family, symbolic sacrifices, and employee burn-out. In particular, it delves into the identity shifts between knowledge workers and managers, nepotism and turnover intentions among knowledge workers, the implementation of engineering projects, coordination problems in offshore production systems, leadership in virtual teams, decision support systems; taking into account the moral aspects of consequences, netnography as a tool for studying knowledge work, and innovative networks in the aviation industry. The accounts and studies in this book come from management, organization studies, sociology, and anthropology of work perspectives and are fully international in scope. They highlight the scale of the serious changes in occupational roles and to the meaning of work that is taking place in knowledge-intensive environments and give a pointer to what might constitute good and bad management practice in knowledge-intensive companies.