Högskolan i Skövde

Purpose - Knowledge-intensity in organisations is a widely used concept that enables to single out the entrepreneurial entities relying primarily on intangible assets and endowed with certain organisational characteristics from others. The epitome of the firm in the 21st century, knowledge-based entrepreneurial entities tend to impose as the ideal organisational exemplar that promises the delivery of above average performance. However, knowledge-intensity in organisations is a theme that is still poorly understood to date. The existing approach on organisational knowledge-intensity merely steps away from the original meaning scholars set in the 1990s and is fraught with epistemic fallacies. This paper sets out to conceptualise knowledge-intensity in organisations and explore its implications for knowledge management. Thus, while repositioning the theme in the broader debate of knowledge-based organisations, this study introduces knowledge-intensiveness in an alternative and holistic fashion.

Design/methodology/approach - To better serve the purpose of this paper a two-step qualitative study was undertaken. First, a thorough study of literature was initiated, and a subsequent thematic analysis led to the emergence of leading organisational characteristics representative of knowledge-intensiveness in organisations. This previous lens informed the second stage of the study and helped the collection of a qualitative data set comprising interviews, observations and documents analysis, from two knowledge-based medium-sized firms. Data analysis took the form of coding and decoding for each company, in line with the constant comparative method. Finally, the two business units were compared and a conclusion drawn in relation with organisational knowledge-intensity.

Originality/value - This paper contributes to the understanding of knowledge-intensity in organisations. More specifically, this study underscores the limitations of a characteristic-based or descriptive and linear approach on knowledge-intensiveness. Indeed, the latter suggests that compiling such organisational traits is conducive to knowledge creation together with the delivery of above average performance. If the previous may remain a necessary condition, it appears insufficient as the research showed that firms presenting very similar knowledge-based profiles do not perform identically. This paper puts in evidence the importance of the processes and relationships between actors and other elements of the organisation suggesting a more dynamic understanding of organisational knowledge-intensity.

Practical implications - The comparison of two medium-sized companies showed that both were endowed with very similar organisational characteristics in nature and in number suggesting that both could qualify as knowledge-intensive organisations. However, one firm delivered substantially superior performance while the other was lagging behind if not struggling. Organisational knowledge-intensity resides in the ability of a firm to manage and mobilise its knowledge assets or characteristics to achieve superior organisational goals. The organisation identified as knowledge-intensive had also integrated constant creativity and co-creation in its corporate culture. In sum, this study provides an example and theoretical insights for managers who endeavour to enable their company to become a knowledge-intensive firm and face the challenges of the 21st century.