This form of knowledge was harnessed collectively as a team (of an advertising campaign or a software programme). This collaborative approach to working, especially with roles such as creative directing and software programme managing, requires tacit knowledge of the strengths and weaknesses and the needs and wants of the related team members (knowledge of psychology). This form of working may occur within the organisation, as a stand-alone group for a specific project in the organisation, or as a sub-contracted team outside the organisation. Within this role, creative knowledge workers may perform their activities individually and/or collectively as part of their contribution to the project. The findings also brought out some characteristics of collaborative working such as the varieties of stakeholders such as sub-contracted groups, and the indirect relationships between clients, workers (of an ad agency), and consumers (Loo, 2017). History The term 'knowledge work' appeared in The Landmarks of Tomorrow (1959) by Peter Drucker. Drucker later coined the term 'knowledge worker' in The Effective Executive in 1966. Later, in 1999, he suggested that "the most valuable asset of a 21st-century institution, whether business or non-business, will be its knowledge workers and their productivity." Paul Alfred Weiss (1960) said that "knowledge grows like organisms, with data serving as food to be assimilated rather than merely stored". Popper (1963) stated there is always an increasing need for knowledge to grow and progress continually, whether tacit (Polanyi, 1976) or explicit. Toffler (1990) observed that typical knowledge workers (especially R&D scientists and engineers) in the age of knowledge economy must have some system at their disposal to create, process and enhance their own knowledge. In some cases they would also need to manage the knowledge of their co-workers. Nonaka (1991) described knowledge as the fuel for innovation, but was concerned that many managers failed to understand how knowledge could be leveraged. Companies are more like living organisms than machines, he argued, and most viewed knowledge as a static input to the corporate machine. Nonaka advocated a view of knowledge as renewable and changing, and that knowledge workers were the agents for that change. Knowledge-creating companies, he believed, should be focused primarily on the task of innovation. This laid the foundation for the new practice of knowledge management, or "KM", which evolved in the 1990s to support knowledge workers with standard tools and processes. Savage (1995) describes a knowledge-focus as the third wave of human