... © Emerald Group Publishing Limited 2012 --> Employees Employees behaviour Knowledge management Leadership Article Type: 2011 Awards for Excellence From: On The Horizon, Volume 20, Issue 1 The following article was selected for this year's Outstanding Paper Award...

... to Drucker (2002 , p. 74), even into the 1950s, “nonexempt” workers, specifically “subordinates who did as they were told,” accounted for up to 90 percent of the American workforce. “Exempt” employees were the supervisors who told their subordinates how to perform tasks that were typically repetitive...

... these challenges. Knowledge management Employees Information exchange Knowledge management Education Innovation Many people predict that knowledge work will be a significant contributor to the future global economy. (i.e.: Drucker, 1959 ; Davenport, 2005). For example, Drucker (2001...

... by relying on an aggressive recruiting program for new employees. There were however, a significant number of organizations that would most likely not hire new employees at all, but would instead outsource the work, or use fewer workers overall, or fill the organizational needs through the use of specialized...

... at: rbgarrity@comcast.net © Emerald Group Publishing Limited 2010 Learning Knowledge management Employees Leadership On the subject of the contradictions of organizational life that requires the management skills just presented, Quinn indicates that a major cause of most managers...

... others, allowing them to grow and to foster. Such a model fulfils the definition of Yukl provided before, but assumes the follower as the central piece and not necessarily the organizational objectives. These are means to an end of personal growth and development. Knowledge management Employees...

..., and appear to resonate with the Net Generation. Originality/value The paper provides a new frame of reference for understanding values. It proposes eight values in resonance with a new generation of knowledge workers. Knowledge management Employees Learning Creative thinking ©...

... element on the “balance sheet”! It is hard to manage what you cannot measure or value. © Emerald Group Publishing Limited 2010 Knowledge management Employees Universities Continuing development Leadership Lifelong learning The learning continued and the question of “discipline...

... and the organization concurrently rather than treating them as opposing interests. © Emerald Group Publishing Limited 2010 Emotional intelligence Knowledge management Employees Leadership Organizational development The leader of the knowledge‐based organization in both product and service...

.... Employees must now think for themselves, collaborate as needed, and carefully study their environment while they co‐evolve with that environment in order to develop an intuitive ability to make effective decisions and take the right actions. In other words, as situations become more complex, the nature...