Knowledge intensity has diverse meanings, partly because
people use different definitions of knowledge. The next
section of this article gives my conclusions about such
issues. Two following sections then make empirically
based observations about the activities inside KIFs. The
first of these sections reviews the kinds of work
experts do, and explains why experts find learning hard.
The ensuing section then describes organizational
learning: KIFs learn by managing training and personnel
turnover, and by creating physical capital, routines,
organizational culture, and social capital. To see the
results of learning, the fifth section looks at KIFs'
long-term strategic development, including multinational
expansion. 1992
