Small is beautiful? Emerging organizational strategies among Italian professionals

The traditional debate about professional groups has mainly focused on conflicts between professions and organizations, reinforcing dualisms and dichotomies. Few scholars have investigated the extent to which professionalism and organizations are intertwined while focusing on the case of professionals integrated into large organizations, and even less attention has been paid to emerging forms of organization among self-employed professionals. Taking as an example organizational trends among architects (liberal professionals) and management consultants (emerging professionals) in Italy, this article investigates how small, flexible, and (often) interprofessional organizations promoted by self-employed professionals are increasingly instrumental in overcoming market pressures and responding to emerging social needs in times of crisis and austerity.Le debat traditionnel à propos des groupes professionnels a principalement concerné les conflits entre professions et organisations, renforçant ainsi les dualisations et dichotomies entre ces deux groupes. Peu de chercheurs ont enquêté à quel point la profession et l'organisationnel sont interdependants lors de l'étude de l'integration de professionnels à de grandes organisations. En fait, moins d'attention a été portée aux formes organisationnelles émergentes entre les professionnels indépendants. En prenant exemple sur les architectes (professionnels libéraux) et les professionnels dans le conseil en management (professionnels émergents) qui travaillent en Italie, cet article analyse comment les organisations des professionnels indépendants, qui sont petites, flexibles et (souvent) interprofessionnelles, se transforment en outils pour faire face à la pression du marché et pour répondre aux besoins émergents en temps de crises et austérité

Knowledge network modelling to support decision-making for strategic intervention in IT project-oriented change management

This is the Accepted Manuscript version of an article published by Taylor & Francis in Journal of Decision Systems on 20 March 2014, available online: http://www.tandfonline.com/doi/abs/10.1080/12460125.2014.886499.This paper focuses on knowledge management to enhance decision support systems for strategic intervention in information technology (IT) project-oriented change management. It proposes a model of change management knowledge networks (CMKNM) to support decision by tackling three existing issues: insufficient knowledge traceability based on the relationships between knowledge elements and key factors, lack of procedural knowledge to provide adequate policies to guide changes, and lack of ‘lessons learned’ documentation in knowledge bases. A qualitative method was used to investigate issues surrounding knowledge mobilisation and knowledge networks. Empirical study was undertaken with industries to test the CMKNM. Results are presented from the empirical study on the key factors influencing knowledge mobilisation in IT project-oriented change management, knowledge networks and connections. The CMKNM model allows key knowledge mobilisation factors to be aligned with each other; it also defines the connections between knowledge networks allowing knowledge to be mobilised by tracing knowledge channels to support decision.Peer reviewe

Book Review: David Collins, Narrating the Management Guru: In search of Tom Peters

Narrating the Management Guru: In search of Tom Peters By David Collins, 2007. 168 pages, hard cover and ppb, London, Routledge Reviewed by Yiannis Gabriel, Royal Holloway University of Londo