HOW CAN WE MANAGE COLLABORATION NETWORK VIA COMMUNICATION?

Now that a wide range of products and services are being commoditized globally, corporations are increasingly seeking to derive their competitiveness from the knowledge work of their staff. They are considering various measures, such as ways of management focusing on the organization of the company; among them is an approach in which knowledge born in the workplace is turned into organizational strength. More recently, indications are growing that social networks are also important. In reality, however, it is often the case that only information sharing is encouraged, and that the perspective of actually understanding a situation and thereby taking control of it is missing. This paper uses the example of company Y, which has been evaluated highly for its management utilizing ICT, and provides a quantitative association between communication and collaboration, thereby clarifying causal relationships. Based on the acquired results, we propose a management method, which allows the management of collaboration within a company by encouraging the networks of communication

How can we manipulate a communication network to create collaboration?

A wide range of products and services has been commoditized as a result of globalization of the economy, and companies have been increasingly seeking to derive their competitiveness from the knowledge creation of their staff. Social networking among employees is the basis of knowledge creation, and it has been pointed out that if management can support its social networks, it will be able to gain organizational strength. This paper uses the example of a company that has been evaluated highly for its utilization of ICT in business, we analyze the relationship between collaboration network and communication network. Based on the results, we propose how to manage the collaboration network by manipulating communication style

The Power to Activate a Creative Core in Enterprise

A wide range of products and services has been commoditized as a result of globalization, and a lot of companies have been progressively working to draw on the knowledge creation of their employees to be more competitive. In this respect, some would argue that a Creative Class of employees determines the business results of a company. Social networking among employees is a platform for creativity, so when management supports such social networks, the strength of the organization increases. In this paper, we present a quantitative association from our previous research and a theoretical contemplation to provide a management method between the communication of employees and organizational collaboration. Further, we take the case of a company, which is an ICT (Information and Communication Technology) system integrator, using an RFID system, and confirm whether there are causal relationships through a multiple regression analysis of Bayesian statistics. As a result, we found that the egocentric collaboration networks of the Creative Core grew by activating communications (sending emails) among employees. Further, we propose some implications that allow control of collaboration within a company by encouraging communication of the Creative Core, that is, the central members of the Creative Class by considering the results of this and previous research. Available at: https://aisel.aisnet.org/pajais/vol2/iss2/6