Empowering minds: participation and authority in a knowledge-intensive medium-sized company

Purpose This paper aims to make a better understanding of how an organisation strikes the delicate balance between mobilising the knowledge assets embodied in knowledge workers and the coordination and control mechanisms that align individual and organisational goals. Through a case study of a Hungarian knowledge-intensive IT company, the authors examine the complex interrelations among participatory management practices, human resource (HR) development and managerial control mechanisms as they manifest in a concrete organisational context. Design/methodology/approach This paper is based on a company case study carried out at a middle-sized, knowledge-intensive IT business operating in Hungary. Semi-structured interviews were conducted with company owners, HR managers and both senior and junior employees to gain a detailed picture of the differentiated organisational contexts of the issues investigated. Findings This paper highlights a contradiction in knowledge-intensive organisations. In the organisation investigated, the management is balancing between fostering employee autonomy through expansive learning environments and implementing delicate control mechanisms to ensure knowledge flow and efficiency. Expansive learning environments promote knowledge sharing, creativity and collaboration; however, if they are accompanied by constant performance monitoring and evolving expectations, they also create competitive pressures and a sense of insecurity among employees. Research limitations/implications The results are based on the investigation at one company. It would be worthwhile to extend the analysis to other industrial and organisational contetxs as well and to devote more attention to identifying HR management practices that can make knowledge sharing and learning more effective without compromising employee autonomy. Originality/value This study provides a detailed analysis of the challenges in balancing autonomy and control in knowledge-intensive industries, with special attention to the contradictions in development-oriented HRM practices.