Abstract
This chapter examines how social network analysis can be used as a diagnostic technique for better understanding myriad organizational challenges, ranging from improving communication between functional organizations to identifying key knowledge-sharing roles and responsibilities. A research program is described that aims to determine how organizations can better support work occurring in informal networks of employees. Working with a consortium of Fortune 500 companies and government agencies, collaboration and work in over forty informal networks from twenty-three different organizations was assessed. In all cases, the networks studied provided strategic and operational value to the embedding organization by enabling employees to effectively collaborate and integrate disparate expertise.
Original language | English |
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Title of host publication | Creating Value with Knowledge |
Subtitle of host publication | Insights from the IBM Institute for Business Value |
ISBN (Electronic) | 9780199835751 |
DOIs | |
State | Published - Oct 1 2005 |
Bibliographical note
Publisher Copyright:© 2004 by Oxford University Press, Inc. All rights reserved.
Keywords
- Information networks
- Knowledge-sharing
- Organizational communication
- Social network analysis
ASJC Scopus subject areas
- General Economics, Econometrics and Finance