make up a declining labor force in the market.

constitute a tiny share of the economically-active population.

represent approximately one-fifth of the nation's economic performance.

may vary greatly in performance according to their access to technology.

earn wages that are slightly higher than workers in manual or transactional jobs.

production line technicians.

buyers for a retail chain.

university professors.

fashion designers.

scientists.

will make very little impact on collaborative activity that results from business trips and email exchanges.

would be the only alternative to unsuccessful business meetings and fruitless trips as they help track who does the 'talking' and the 'doing'.

can never be used to improve the social networking in the factory floor, among top and middle management, and between enterprises and consumers.

will certainly avoid all ineffective email messages and old-fashioned managerial meetings that are considered unproductive communication channels.

should be adopted by companies to raise the effectiveness of interaction among co-workers and between company employees and their clients or service providers.

likewise;for instance.

moreover;especially.

in addition;accordingly

nonetheless;in sum.

in view of that;justifyingly.

is never seen positively by managers since they fear being responsible for discharging their employees.

can be instrumental in expanding mechanisms of interaction and collaborative work that will lead to more effective task results.

has not been considered responsible for layoffs and boosting expenditures – especially when it was introduced in production processes.

expands the companies' capabilities of rivaling with their competitors by controlling production failures and by exerting pressure on suppliers.

is a recent phenomenon since companies have only lately realized that they need to increase the speed of product innovation and the quality of their products.

"...top and bottom companies in collaboration-intensive sectors..." (lines 34-35) – companies that collaborate more or less for the economy.

"...prized and growing corps of workers." (lines 39-40)– a burgeoning group of invaluable employees.

"...less–than-perfectly-understood interactions..." (lines 47-48) –interrelationships that are totally incomprehensible to the public at large.

"...largely unchartered territory." (lines 55-56) – an area that has been misrepresented.

"...improved partner and customer intimacy..." (line 102)– enhanced the familiarity of competitors with our customers' needs.

"There are some companies that already are tackling aspects of this collaboration–technology nexus."

"A well-known multinational company selling networking and communications technology, for example, was eager to improve interactions between its technology specialist sales teams and enterprise customers."

"Frequent travel and stepped-up job requirements had resulted in overstretched teams whose effectiveness had become diminished."

"Policy and governance changes ensured that technology use became part of daily workflows and not an added task."

"Internal surveys showed that 78 percent of the targeted employees reported increased productivity and improved lifestyles without diminishing customer or partner satisfaction."

decided to enhance communicative effectiveness of part of its workforce and external clients using some Web 2.0 tools.

invested over $100 million in flight tickets and hotel stays so as to discuss the use of collaboration tools with its business partners.

managed to save on overall company expenditure over a period of eighteen months as it eliminated negotiations with far-away nations.

increased customer satisfaction as a result of its implementation of a renewable energy project that was part of a greener company governance program.

cut down on carbon emissions merely by implementing virtual collaborative tools since the workers now had the chance to skip work and enjoy a better lifestyle.

a specific set of employees had escalating demands at work.

the performance of the stressed teams of employees had decreased.

workers with intense workloads were getting stressed and letting down in efficiency.

some workers in the company were constantly away from their offices on business trips.

teams that were working on the same project were stretched out in different parts of the world.

defines what the agency model is and discusses how companies control the contribution of each employee.

discusses top priorities in defining what knowledge workers should do to add meaning to their persona lives.

asserts that defining which criteria to adopt in assessing a knowledge worker's output on the job is not a straightforward task.

argues that employees need not openly discuss their observations and results in order to be evaluated on their contributions to the company.

emphasizes that it is important to have company staff members communicate what they do so that managers can check if they have free time.