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274 INDEX

new organizational forms – continued personalization 134–5, 192
and management of knowledge 93–4 personal networks see social networks
organizational change and ICTs 66–8 perspective taking 85–6
‘UNI University’ case study 71–6 persuasion, systems of 32
Nicolini, D. 4, 209 Peters, T. 41
Nonaka, I. 4, 5, 7, 8, 9, 39, 82, 187, 200, Pettigrew, A.M. 118, 168
242 Pfeffer, J. 13, 118
Nonaka’s framework 7–9 Phillips, N. 118
normative control 37–8 physical properties of technology 60
Nowotny, H. 22, 242 Pisano, G. 7
pitch control 141–2
Oakland Furniture, role-play 216–17, Pittaway, L. 188, 198
219–28, 240 Polanyi, M. 7
occupations 24–5 polarization, group 88–9
Okhuysen, G. 106 politics 122, Chapter 7 passim
Olfman, L. 152 possession, epistemology of 3, 7, 18, 26, 27
Oliver, A.L. 167, 201 post-industrial society 22
Olsen, J.P. 107 Powell, W.W. 59, 165, 197, 201
‘one best way’ 133 power
O’Neill, B. 35 and politics 204–6
ongoing coaching 176 teams 88, 89–90, Chapter 7 passim
open innovation 206–8 practice, epistemology of 3, 4, 14, 18, 24,
organization 26, 27
and technology 23–4 preclinical work 194
see also knowledge-intensive firms (KIF) primary embedding mechanisms 42–3
organizational capital 135 process innovation 189–192
organizational careers 131–2 processual perspective 14–15
organizational culture see culture, organizational processual views on innovation 196ff
organizational improvement 175 product development 160
organizational knowledge 6, 8, 10 product innovation 189–190
organizational structure 46–7 production line 146–7
adhocracy 35–8, 39 Proehl, R. 106
new organizational forms 55–6 professional development 50–1
and management of knowledge 134–5 professional service firms 30–1
‘ScienceCo’ case study 50–1 project-based organizations and knowledge
Orlikowski, W.J. 4, 6, 15, 16, 57, 58, 60, 67, work 106
150, 158, 211 Cell (biotechnology company), case study
Orr, J. 172, 176 121–3
out license 120, 246 complex project contexts 114–18
output control 127 DiagnosticLabs, case study 120–1
Owen-Smith, J. 165, 201, 213, 214 learning boundaries versus knowledge
Ozcelik, Y. 65 boundaries 108–9
project context, types of 113–14
Parkhe, A. 195 radical innovation and high project
Peeters, C. 129 interactivity 116–17
performance 142–3 sharing knowledge across projects 110–13
performance management system 49–50 teams versus projects 106–8
Perrow, C. 56 project reviews and milestones 111
Persona (after Fleck, 2003), case study 202–3 Prusak, L. 23, 115, 127

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