The Port as a “Non Consensual” Organisation: An IC Management Perspective

This paper addresses a gap in the literature concerning the management of Intellectual Capital (IC) in a port, which is a network of independent organizations that act together in the provision of a set of services. As far as the authors are aware, this type of empirical context has been unexplored when regarding knowledge management or IC creation/destruction. Indeed, most research in IC still focus on individual firms, despite the more recent interest placed on the analysis of macro-level units such as regions or nations. In this study, we conceptualise the port as meta-organisation, which has the generic goal of economic development, both for itself and for the region where it is located. It provides us with a unique environment due to its complexity as an “organisation” composed by several organisations, connected by interdependency relationships and, typically, with no formal hierarchy. Accordingly, actors’ interests are not always aligned and in some situations their individual interests can be misaligned with the collective goals of the port. Moreover, besides having their own interests, port actors also have different sources of influence and different levels of power, which can impact on the port’s Collective Intellectual Capital (CIC). Consequently, the management of the port’s CIC can be crucial in order for its goals to be met. With this paper we intend to discuss how the network coordinator (the port authority) manages those complex relations of interest and power in order to develop collaboration and mitigate conflict, thus creating collective intellectual assets or avoiding intellectual liabilities that may emerge for the whole port. The fact that we are studying complex and dynamic processes, about which there is a lack of understanding, in a complex and atypical organisation, leads us to consider the case study as an appropriate method of research. Evidence presented in this study results from preliminary interviews and also from document analysis. Findings suggest that alignment of interests and actions, at both dyadic and networking levels, is critical to develop a context of collaboration/cooperation within the port community and, accordingly, the port coordinator should make use of different types of power in order to ensure that port’s goals are achieved.