Article

MANAGING KNOWLEDGE-INTENSIVE WORK: A TRUST BASED MODEL

Authors:
Sebastiano Massaro at The Organizational Neuroscience Laboratory | University of Surrey | Warwick University
Sebastiano Massaro
  • The Organizational Neuroscience Laboratory | University of Surrey | Warwick University
Simcha Jong
Simcha Jong
Simcha Jong
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Abstract

Drawing on interviews with knowledge workers in regenerative medicine projects, we explore the role of trust in the creation of intellectual capital in research and development intensive environments. Through a textual-coding analysis of these interviews, we typify four patterns of hierarchical relationships between senior and junior workers. These typologies remarkably differ because of dissimilar levels of cognitive and affective trust. In this paper, we explain how these two forms of trust interact, in both concordant and discordant ways, in solving projects’ challenges, agency issues emerging in knowledge-intensive hierarchical work relationships and, ultimately, in shaping the creation of intellectual capital.

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... A mana perform at their best will bring outstanding results (Massaro, 2011). In conclusion, managers have to be more flexible in their managerial style. ...
... When it comes to knowledge workers, the context plays an important part in the equation because they are by definition persons that cherish autonomy and management is sometimes reluctant in providing them with space. Management that is very lenient may provide employees with too little guidance, which increases egative effects on their performance (Massaro, 2011). ...
... Knowl nclined to consider its accomplishment a milestone of their work, and the more connected one feels to a project and its implications, the more motivated he or she is likely to be. Managers should reduce the number of formal meetings with structured agendas, keep scientists away from bureaucratic tasks and leave knowledge workers free to fulfill their responsibilities as they see fit, with minimal direction from their supervisors (Massaro, 2011). ...
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  • Dec 2013
The employees are the best competitive advantage that one organization could have, since all the other resources could be imitated. In this context, motivated employees are the key to efficiently keeping up with the market forces and sustain the success of any organization. This paper aims to identify the ways in which knowledge workers from Sibiu area are motivated and which are the modern ideas that could improve the current strategies. The article reviews the relevant literature regarding knowledge workers and suggests some guidelines for identifying the recurrent issues in motivating these precious resources, as well as some directions for further research.
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