000			01950naa a2200241uu 4500
001			7012619250923
003			OSt
005			20190211162412.0
008			070126s2007 xx ||||gr |0|| 0 eng d
100	1		_aBYRNE, Roger _930677
245	1	0	_aEmployees : _b
260			_aWest Yorkshire, England : _bMCB University Press, _c2001
520	3		_aCompanies increasingly like to describe themselves as “knowledge companies”, that store and share experience and knowledge and facilitate open exchange of both. However, trends in career development encourage the “new deal” of employment, whereby employability is dependent on the mutual contract of employment for added value. This “new deal” environment will encourage individual gatekeepers of knowledge to hoard their specialist knowledge to retain their employability value, rather than share that knowledge with others in the company. This paper considers whether the “new deal” is in fact a contradiction to the “knowledge company”, and whether companies much choose to be one or the other. It concludes that companies which wish to become true knowledge sharing environments must understand the motivational aspects of career development, and adopt a culture that motivates employees to share, while recognising the employees’ lack of loyalty and need for independence. Only when companies can balance the treatment of employees as both capital and commodity, can the “new deal” company and “knowledge company” co-exist
650		4	_aCareer development _917774
650		4	_aComportamento Organizacional _912914
650		4	_aGestão do Conhecimento _913120
650		4	_aGestão do Conhecimento _913120
650		4	_aAuto Aprendizagem _930678
773	0	8	_tThe Learning Organization : an international journal _g8, 1, p. 44-50 _dWest Yorkshire, England : MCB University Press, 2001 _xISSN 0969-6474 _w
942			_cS
998			_a20070126 _b1925^b _cCarolina
998			_a20130816 _b1056^b _ckarina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c22222 _d22222
041			_aeng