Historicising knowledge-intensive organizations: The case of Bletchley Park

Abstract

This article offers a historicized account of knowledge-intensive organizations. This is achieved by drawing on an archive and interview study of Bletchley Park, the British Second World War codebreaking centre.The outlines of the organization of Bletchley Park are presented. The case is then used to challenge the idea that knowledgeintensive organizations are a novel phenomenon. Second, it is used to explore the contingent nature of ascriptions of knowledge-intensivity to particular organizations and occupations.

Propuesta de estructura organizacional para organizaciones intensivas de conocimiento: una caracterización desde los centros de excelencia

“…No obstante, existe evidencia de la regulación normativa en organizaciones como las OIC, que se concibe como la lógica del control del funcionamiento interno ante las contingencias ambientales. Las formas híbridas de control organizativo, a menudo, se relacionan con la aproximación a procesos de burocratización (Grey & Sturdy, 2009). Así mismo, uno de los componentes más importantes de las OIC hace referencia a las redes.…”

Concepts of Organizational Power and Intra-Organizational Coalitions Within The Scope of Knowledge Intensive Organizations

“…Bilgi yoğun örgütlerde çalışanlar, genel olarak eğitim seviyesi ve mesleki bilgi açısından yüksek seviyede birikim sahibi bireylerdir. Bunun yanında, söz konusu, örgütler, en kapsayıcı şekilde, bürokratik olmayan, çalışanların pazarlık gücünün yoğun olduğu ve tecrübe aktarımı ile işlerin büyük birçoğunun halledildiği örgütler olarak nitelendirmektedirler (Grey ve Sturdy, 2009). Belirsizlikle mücadele etmede etkin rol oynayan, ekibin veya bireylerin bu anlamda özelleşmiş, sektöre veya faaliyet alanına has bilgi yoğunluğu zaman içinde artmakta ve işlerin standart olmamasından dolayı, bilgi yoğun örgütlerde iş süreci çoğunlukla bu tip çalışanların "sözde tekeline" girmektedir (Child ve Mcgrath, 2001).…”

The Beginning of Self-Reflection

“…In fact, Polanyi was a pioneer in bringing into focus the concept of intellectuals as a "scientific community" (Lowenberg & Yu, 1992). Some of the ideas from Polanyi's model have made their way into organization research in the areas of knowledgeintensive organizations, "post-bureaucratic" organizational practices, and distributed innovation (e.g., Bowden, 2005;Grey & Sturdy, 2009, 2010.…”

“…Ambiguity is inherent in both the processes and the products of an information-intensive network. The very idea of sophisticated knowledge means that complexity and uncertainty prevail (Grey & Sturdy, 2009). As Polanyi (2000) explains, the self-coordination of independent initiatives leads to a joint result that is unpremeditated by any of those who bring it about.…”