MODES OF ORGANIZING IN AN EXPERT CONSULTANCY - A CASE-STUDY OF KNOWLEDGE, POWER AND EGOS

This paper presents an empirical study of an 'expert' consultancy focu sing on the changes that have occurred in the dominant mode of organiz ing over its 12-year history. From its inception, the firm was deliber ately structured in such a way as to stimulate invention and innovatio n. The paper traces the changes that have occurred with specific refer ence to frameworks which emphasize modes of knowledge, knowledge commu nication and power. The research found that the organization had chang ed in ways not in keeping with that predicted for firms that are 'know ledge intensive', becoming formalized over time. Whilst explicit rules and procedures had not been implemented, dominant norms and values ha d emerged which shaped organizational arrangements and constrained pro cesses of innovation. Thus, we question the sustainability of contempo rary modes of organizing.