Innovation management and learning organization concepts strongly emphasize the high role of human/intellectual capital in the company and the crucial function of knowledge in modern society. However, now there is often a paradox between managerial language and actual practice in many organizations: on one hand, knowledge-workers are perceived as the most valued members of organization, and on the other, they are being manipulated and ''engineered'' - commonly driven to burn-out, and deprived of family life. All this leads to emergence of new, insufficiently analyzed and described organizational phenomena. Thoroughly studying this from an international comparative cross-cultural perspective, Management Practices in High-Tech Environments presents cutting-edge research on management practices in American, European, Asian, and Middle-Eastern high-tech companies, with particular focus on fieldwork-driven, but reflective, contributions. Cultural contexts. Culture and technology. Employee indoctrination. Family relations. Gender relations. Identity shaping. Management, technology, and power. Motivation in the high-tech sector. Organizational practices. Self-definition. Technology-based organizations. Time and space in IT. Work relations

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