Knowledge Services Management looks at the transformation of the traditional workplace into a quasi-internal market environment where work activities in knowledge services are organized around clusters of similar or complementary knowledge stocks to address particular types of customer-clients priorities. The book explores a new internal market structure for these service organizations and the implications this presents for managers and scholars in the 21st century workplace. By adopting an internal market perspective, the book develops new organizational forms outside the traditional hierarchical paradigm, which is ill-suited for the emerging knowledge workplace, in order to effectively manage emerging knowledge services. The indispensable role of customer/client in the operations of these organizations is examined, as is the creation of the ¿Proventure Workplace¿, a work environment which accentuates jobs requiring rich cognitive skills for continuing innovation and creativity.

Combines principles of corporate strategy, human resource management, and organization design in discussing ways in which managers can develop a distinctive competitive edge in knowledge services organizations

Defining Competitive Advantage in Knowledge Services.- Understanding The Logic Of Knowledge Service Sustainability: Customer Alliances.- Building Advantage: Managing Customer Alliances By Professional Distance.- Building Knowledge Advantage: Internal Market Imperatives.- Building Advantage: Management By Mistrust In Controlling Empowered Proventure Workers.- Building Advantage: Designing The Right Structure For Knowledge Services.- The Internal Promotion Of Ideas.- Conclusion.