Making Invisible Work Visible: Using Social Network Analysis to Support Strategic Collaboration

Rob Cross, Stephen P. Borgatti, Andrew Parker

Research output: Chapter in Book/Report/Conference proceedingChapterpeer-review

1 Scopus citations


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 languageEnglish
Title of host publicationCreating Value with Knowledge
Subtitle of host publicationInsights from the IBM Institute for Business Value
ISBN (Electronic)9780199835751
StatePublished - Oct 1 2005

Bibliographical note

Publisher Copyright:
© 2004 by Oxford University Press, Inc. All rights reserved.


  • Information networks
  • Knowledge-sharing
  • Organizational communication
  • Social network analysis

ASJC Scopus subject areas

  • General Economics, Econometrics and Finance


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