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 |
|---|---|
| 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