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In today's de-layered, knowledge-intensive organizations, most work of importance is heavily reliant on informal networks of employees within organizations. However, most organizations do not know how to effectively analyze this informal structure in ways that can have a positive impact on organizational performance. Networks in the Knowledge Economy is a collection of readings on the application of social network analysis to managerial concerns. Social network analysis (SNA), a set of analytic tools that can be used to map networks of relationships, allows one to conduct very powerful assessments of information sharing within a network with relatively little effort. This approach makes the invisible web of relationships between people visible, helping managers make informed decisions for improving both their own and their group's performance. Networks in the Knowledge Economy is specifically concerned with networks inside of organizations and addresses three critical areas in the study of social networks: Social Networks as Important Individual and Organizational Assets, Social Network Implications for Knowledge Creation and Sharing, and Managerial Implications of Social Networks in Organizations. Professionals and students alike will find this book especially valuable, as it provides readings on the application of social network analysis that reflect managerial concerns.
"This book provides relevant theoretical frameworks, latest empirical research findings, and practitioners' best practices social knowledge, for improving understanding of the strategic role of social knowledge in business, government, or non-profit sectors"--Provided by publisher.
`An important and extremely welcome addition to the strategic management field. In this book the author builds on the work of an emerging community of scholars to lay out theoretical and methodological underpinnings of an activity-based framework for applying the practice lens to strategy' - Academy of Management Review `Paula Jarzabkowski has astutely signaled an agenda for future scholarship that will no doubt fuel the continued growth of this subfield' - Organization Studies `Pioneering work. As the first book in the new strategy-as-practice field, it offers readers both innovative models and exemplary field research' - Richard Whittington, Professor of Strategic Management, Said Business School, Oxford 'Extends and develops the emerging fields of strategy and practice as well as activity theory. It also demonstrates empirically, using University settings, how activity theory is itself bounded by the wider contexts of organisation, embedded routines and the heavy hand of history' - David C. Wilson, University of Warwick `An insightful book that would be of use to people interested in the actual practices of strategy and strategizing' - Organization Bridging the gap between what managers actually do and organizational strategies, this book provides an activity-based framework for studying strategy as practice, with empirical evidence to illustrate the dynamics of this framework in real terms.
The base for this book is 40 years of research on business relationships between companies evidencing the interactive features of the contemporary business world that have important consequences for management, policy and research.
Distinguished European academics and practitioners present a survey of cases describing strategic information systems (SIS) recently developed in Europe, along with several concepts and perspectives related to SIS. Divided into two sections, it begins with a review of the latest methodologies and applications, suggests new ones and justifies a renewed concern in SIS. The second part deals with case studies and relates authentic SIS experiences currently taking place in a variety of business sectors across Europe.
As the growing relationship between individuals and technology continue to play a vital role in our society and work place, the progress and execution of information technology communication systems is important in maintaining our current way of life. Knowledge and Technological Development Effects on Organizational and Social Structures provides a wide ranging discussion on the exchanging of research ideas and practices in an effort to bring together the social and technical aspects within organizations and society. This collection focuses on new ideas and studies for research, students, and practitioners.
Recent research shows that collaboration and social networking foster knowledge sharing and innovation by sparking new connections, ideas, and practices. Yet these informal networks are often misunderstood and poorly managed. Building on the groundbreaking, bestselling first edition, Knowledge Management Handbook: Collaboration and Social Networking, Second Edition focuses on two key elements in knowledge management: collaboration and social networking. To Innovate, Connect the People Jay Liebowitz, one of the top knowledge management authorities in the world, brings together 15 articles by researchers and practitioners who are among the leaders in their fields. They present numerous applications, concepts, techniques, methodologies, issues, and trends related to collaboration and social networking in a knowledge management context. They also point out areas that need more work, such as how to measure the impact of knowledge-sharing efforts in terms of innovation, profits, and customer perceptions. What Can You Learn from Your Informal Organization? Packed with case studies, this handbook explores how you can share knowledge, make connections, and generate new ideas through collaboration and interaction. It is a valuable reference and classroom text for those engaged in knowledge management, particularly from a collaboration and social networking perspective.
Human resource departments have been a crucial part of business practices for decades and particularly in modern times as professionals deal with multigenerational workers, diversity initiatives, and global health and economic crises. There is a necessity for human resource departments to change as well to adapt to new societal perspectives, technology, and business practices. It is important for human resource managers to keep up to date with all emerging human resource practices in order to support successful and productive organizations. The Research Anthology on Human Resource Practices for the Modern Workforce presents a dynamic and diverse collection of global practices for human resource departments. This anthology discusses the emerging practices as well as modern technologies and initiatives that affect the way human resources must be conducted. Covering topics such as machine learning, organizational culture, and social entrepreneurship, this book is an excellent resource for human resource employees, managers, CEOs, employees, business students and professors, researchers, and academicians.
The constructive management of existing knowledge and the access to and development of new knowledge has become essential to organisations. Since tacit knowledge can often not be captured or documented, knowledge is often created and shared through social interaction within organisations. Relationships are thus fundamental to knowledge creation and knowledge transfer and the various forms of social networks existing within organisations play a primary role in leveraging these relationships. This study followed the socialisation philosophy as reflected in the works of Nonaka and Takeuchi (1995) and Hansen et al. (1999), where the creation and sharing of knowledge occurs primarily by way of social interaction between individuals. The said interaction typically occurs within informal networks, also known as knowledge networks (Helms & Buijsrogge 2006). In recent times there has been a growing awareness of social network analysis (SNA) as an instrument to plot knowledge and expertise as well as to confirm the character of connections in informal networks (Cross et al. 2004; Chan & Liebowitz 2006; Müller-Prothmann 2006; Murale & Raju 2013; Cooke & Hall 2013; D'Errico et al. 2014). In line with the aforementioned studies, this study intended to investigate how the integration of networking into KM can produce significant advantages for organisations. This research intended to outline a method for organisations to strengthen their social capital by analysing, shaping and reinforcing their knowledge networks, thereby enhancing the manner in which they share and create knowledge. Subsequently the main research problem of this study was to investigate how knowledge networks can be improved as a result of synergies between SNA, CoPs and knowledge maps. The researcher attempted to illustrate via this question that cultivating synergies between SNA, CoPs and knowledge maps will enable organisations to produce stronger knowledge networks and ultimately increase their social capital. In order to execute this study, the researcher developed a process map with the aim of demonstrating exactly how knowledge networks could be advanced as a result of synergies between SNA, CoPs and knowledge maps. This process map - which answers the "how" in this question - is presented as the new contribution that this study makes towards any organisation wanting to reinforce knowledge networks. It is anticipated that this research will enable organisations to enrich their knowledge networks and expand their social capital by building on the process map that was developed and implemented in this study.