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.

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.

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.

Knowledge work is now the reigning business paradigm and affects even the world of higher education. But what perspective can the knowledge of the humanities and arts contribute to a world of knowledge work whose primary mission is business? And what is the role of information technology as both the servant of the knowledge economy and the medium of a new technological cool? In The Laws of Cool, Alan Liu reflects on these questions as he considers the emergence of new information technologies and their profound influence on the forms and practices of knowledge.

In the new economy, knowledge has become both the key production process component and an important object of exchange itself. While knowledge always has been a component of economic activity, it has become "the one factor of production" capable of increasing the productive capacity of both capital and labor. As it was the case in years past, the interests of employers and employees do not necessarily coincide when it comes to allocating rights regarding the ownership and exchange of knowledge. Interestingly, this transition towards a "knowledge economy," and the implications that it has in resolving the inherent conflict between management and labor, has gone almost totally unnoticed by courts, legislatures, and legal scholars alike. The laws that regulate U.S. labor markets are based on a value system reflective of the industrial economy of the 1900s. In particular, the laws regulating the ability of employees to own and share information about their jobs are based on the premises underlying last century's industrial economy. A disconnect thus has developed between the legal regime and the actual operation of labor markets, making our employment laws ineffective in handling the demands created by the shift towards the knowledge economy. This article expands current research by identifying the various implications of the transition towards a knowledge economy on the right of employees to exchange information about their jobs. We believe that the dynamics of the knowledge economy demand a better appreciation of the importance of information exchanges in the workplace. This greater appreciation requires that legal rules be made clear and strengthened regarding a possible general workplace right to information.

The classic #1 New York Times bestseller that answers the age-old question Why is incompetence so maddeningly rampant and so vexingly triumphant? The Peter Principle, the eponymous law Dr. Laurence J. Peter coined, explains that everyone in a hierarchy—from the office intern to the CEO, from the low-level civil servant to a nation’s president—will inevitably rise to his or her level of incompetence. Dr. Peter explains why incompetence is at the root of everything we endeavor to do—why schools bestow ignorance, why governments condone anarchy, why courts dispense injustice, why prosperity causes unhappiness, and why utopian plans never generate utopias. With the wit of Mark Twain, the psychological acuity of Sigmund Freud, and the theoretical impact of Isaac Newton, Dr. Laurence J. Peter and Raymond Hull’s The Peter Principle brilliantly explains how incompetence and its accompanying symptoms, syndromes, and remedies define the world and the work we do in it.