The Role of Informal Networks in Knowledge Sharing

The application of a knowledge management strategy does not take place in a vacuum. Successfully meeting objectives of a knowledge management strategy may depend not only on the efficacy of the strategy itself or of the team that is responsible for its implementation, but also on the environment into which it is being introduced. Research carried out with an application service provider (ASP) indicates that existing informal communication networks will continue to operate independently of any formal strategy introduced. The significance of informal knowledge sharing activity may be in its incompatibility, or possible conflict, with any formal structures that are introduced. The success of any formally instigated knowledge management strategy might therefore depend on an understanding of the existence and nature of already active informal knowledge sharing structures. It is important for management to recognise the existence of such informal networks and to understand how they might affect the success of any formally introduced knowledge management strategy. In this paper the existence and reasons for informal networks, and their subsequent effects on formal knowledge sharing policy is examined

Social networks and performance in distributed learning communities

Social networks play an essential role in learning environments as a key channel for knowledge sharing and students' support. In distributed learning communities, knowledge sharing does not occur as spontaneously as when a working group shares the same physical space; knowledge sharing depends even more on student informal connections. In this study we analyse two distributed learning communities' social networks in order to understand how characteristics of the social structure can enhance students' success and performance. We used a monitoring system for social network data gathering. Results from correlation analyses showed that students' social network characteristics are related to their performancePostprint (published version

Inter-Personal Socialisation in Knowledge Transfer: Encouraging Personal ICT Use

Knowledge transfer and effective knowledge resource management facilitates organisations to innovate and develop new products and services. The knowledge transfer and creation processes require formal and informal networks and relationships. While the need for formal knowledge transfer networks may receive organisational attention, informal inter-personal networks, relationships and friendships also play an important role in knowledge transfer and creation. This paper suggests that rather than attempting to eliminate social activity such as personal use of information and communications technologies, socialisation activity should be encouraged to help build a culture of knowledge sharing and innovation

Impact of downsizing, restructuring and knowledge sharing on retention of knowledge in organisations : implications for organisational effectiveness

This research considers the organisational factors and processes that impact on knowledge retention and subsequent perceptions of organisational effectiveness during downsizing/restructuring events. By exploring these relationships, the research seeks to help organisations facing downsizing/restructuring to identify best practices to support employees during the process and achieve positive organisational outcomes. The thesis presents a detailed review of the literature in the field of downsizing and organisational restructuring, together with knowledge, knowledge sharing and organisational effectiveness. A conceptual framework and hypotheses, informed through the literature and qualitative focus group process, were developed for testing. Data were collected from 81 organisations, drawn from both the private and public sectors. Analyses enabled detailed consideration of the impact of perceived levels of organisational knowledge on perceptions of post-downsizing/restructuring organisational effectiveness. The significance of relationships between downsizing/restructuring events, both decisions and processes, and knowledge sharing in organisations undergoing downsizing/restructuring were also examined. Findings indicate the need for open and honest relationships between managerial (Decision Makers and Implementers) and non-managerial employees (Affected Employees) in order to achieve successful organisational outcomes. The impact of knowledge sharing on organisational knowledge was assessed by studying the extent of both formal knowledge sharing and informal networks present in respondent organisations. The direct impact of knowledge sharing on organisational outcomes was also analysed and discussed.Conclusions are reached that both formal knowledge sharing and informal networks have a significant impact not only on perceived levels of organisational knowledge but also on post-downsizing/restructuring organisational effectiveness. However, different aspects of knowledge sharing appear to be more significant to Decision Makers and Implementers and Affected Employees. For business, the findings of this research demonstrate a need to concentrate on organisational knowledge during downsizing/restructuring in order to achieve improved outcomes. The findings suggest this can be done through attention to ensuring that intent and interpretation of the decisions and processes involved are open and honest. Assessment of the knowledge present in the organisation and a focus on retention of key individuals with important knowledge is also advisable. Communication of what is planned and inclusion of employees in both planning and implementation were identified as ways in which organisations can do so, thereby promoting distributive and procedural fairness throughout the process. Formal knowledge sharing strategies arose as being important to achieving improved organisational outcomes, particularly to Decision Makers and Implementers. These strategies included identifying, capturing and storing information in ways that are accessible to employees. Documentation of practices and procedures was also found to be important as was careful planning of the change.Communication, providing training and support to survivors and allowing the necessary time for sharing knowledge were also identified as key strategies. Overall, developing a culture and climate within the organisation that is supportive of knowledge sharing was found to be central to achieving improved organisational effectiveness. Informal networks were identified by Affected Employees as impacting on both perceived levels of organisational knowledge and, indirectly on organisational outcomes. The research indicates the Decision Makers and Implementers and Affected Employees have different perceptions about the role and importance of informal networks. Those implementing downsizing/restructuring may therefore need to examine the structure and operation of informal networks prior to downsizing/restructuring to ensure they are adequately supported during the process. Informal networks may also be utilised to assist in bringing about the change. The findings of this research are important to assist organisations develop best practice approaches to downsizing/restructuring. With increasing acceptance of downsizing/restructuring as a business strategy, this research provides insights into key issues of downsizing/restructuring events and knowledge retention as predictors of improved organisational outcomes

Informal networks and knowledge sharing in organizations: case study of GR Group

In the era where knowledge and technology have been advancing, knowledge, together with capital and human resources, has become an essential productive factor, playing a vital role in economic growth and enterprise development. Moreover, knowledge-based economic growth relies principally on enterprise knowledge and technological innovation. Nowadays, communication channels have been evolving so rapidly that the types of knowledge sharing have transferred from traditional administrative orders to diversified, multi-channel and informal ways. From the perspective of networks, social platforms and social capital, more attention has been paid to employee behavior in the past few years. Compared to technology and knowledge innovation of the whole organization, growing emphasis has been placed on knowledge sharing of informal networks built by individual employees. As a supplement to formal organization system, informal network is characterized by versatility, background similarity and excellent communicability, defining its positive effect on knowledge sharing and interaction. Consequently, informal network is the key variable in the innovation performance of modern enterprises. Nevertheless, studies on the informal network of knowledge sharing mainly focus on the overall network instead of on network segmentation. Accordingly, knowledge sharing ways and channels is a research gap now. Therefore, it is essential to further delve deeper into informal networks as a closer scrutiny of such topic is of theoretical value and practical significance.Na era em que o conhecimento e a tecnologia avançam, o conhecimento, juntamente com o capital e os recursos humanos, tornaram-se um fator produtivo essencial, desempenhando um papel extraordinariamente vital no crescimento econômico e no desenvolvimento empresarial. Além disso, o crescimento econômico baseado no conhecimento depende principalmente do conhecimento empresarial e da inovação tecnológica. Atualmente, os canais de comunicação estão evoluindo tão rapidamente que os tipos de partilha de conhecimento foram transferidos das formas administrativas tradicionais para formas diversificadas, multicanais e informais. Do ponto de vista de redes, plataformas sociais e capital social, mais atenção tem sido dada ao comportamento dos colaboradores nos últimos anos. Para compreendermos melhor a inovação nas organizações precisamos de estudar a partilha de conhecimento nas redes informais construídas pelos colaboradores. Como complemento aos sistemas formais da organização, a rede informal caracteriza-se pela sua versatilidade, pela comunicabilidade excelente, provocando um efeito positivo na partilha do conhecimento e na interação entre as pessoas. Consequentemente, as redes informais são as variáveis chave no desempenho de inovação das empresas modernas. No entanto, os estudos sobre as redea informais de partilha de conhecimento concentram-se principalmente na rede geral, e não na segmentação da rede

Transactive memory systems and Web 2.0 in knowledge sharing: A conceptual model based on activity theory and critical realism

The aim of this paper is to advance understanding of interactive knowledge sharing (KS) processes through exploring the role of transactive memory systems (TMS) and Web 2.0. In the context of the information systems (IS) literature, there is little focus on their particular role in KS. To address this gap, this paper develops a conceptual model based on activity theory and critical realism outlining the role of TMS and Web 2.0 as mediating tools. This paper further reveals that their use as tools depends on deeper underlying structures/factors embedded within the community, namely, informal networks and trust among people. The new conceptual model and theoretical propositions are then illustrated by a qualitative study undertaken in Bulgarian organisations. This illustrative case provides support for the model, where TMS and Web 2.0 are found to facilitate knowledge sharing. It further demonstrates that informal networks and trust among people support the use and the positive effects of these tools. The contribution of this paper is in the new analytical approach and conceptual model developed which advances our understanding of interactive KS by explaining the linkages between the various factors involved

Application of communities of practice in managing tacit knowledge in higher learning institutions: Sokoine University of Agriculture, Tanzania

Universities and other higher learning institutions are recognized to be in the knowledge business because they are involved in knowledge creation, dissemination and learning. However, in recent years knowledge has gained increasing economic importance and therefore the role of knowledge management and communities of practice for knowledge creation, sharing and utilization in higher learning institution is becoming crucial. This paper discusses the application of Communities of Practice (CoP) as a means of capturing and sharing organizational knowledge in higher learning institutions. CoPs are informal networks that enable professionals to develop a shared meaning, engage in knowledge building and help to stimulate knowledge flow among the members. Effectively cultivated CoPs can be an important strategy for tapping and harnessing tacit knowledge and facilitating knowledge sharing. This paper draws on an extensive literature review and on various case studies that deal with the concept of communities of practice. The paper discusses the postulation as to how CoPs can be used for harnessing tacit knowledge in higher learning institutions. Relevant theories with regard to CoPs are also highlighted, and applied in practice at the Sokoine University of Agriculture (SUA) in Tanzania as a case study. Lastly, the paper give recommendations on how best CoPs can be implemented in managing tacit knowledge in higher learning institutions, especially in Africa

Social Networking Technologies and Informal Knowledge Sharing in Organizations

This presentation investigates the role of corporate social networking technologies in knowledge sharing. Through this research we will investigate the take-up and uses of social networktechnologies (SNTs) by knowledge workers in formal social organizations. Our premise is thatthe uses of SNTs, and the personal networks of informal ties that this use both enables andencourages, are mutually constitutive. We focus on the mutual constitution of social networksand SNTs because organizations are increasingly finding information sharing initiativesimperative to their knowledge management activities, and social networking is the most well understoodmeans to do this. In doing this research we pursue three contributions: (1) Conceptual insight and empiricalsupport for the material nature and value of digitally-enabled social connections. (2) Advancecurrent conceptual understanding of SNT’s organizational value. And, in doing this we buildfrom and synthesize current and relevant research from several intellectual communities such associal computing, information systems, social network analysis, and organizational studies. (3)Articulate organizationally-relevant design and governance principles regarding SNT uses

Knowledge sharing via enterprise intranets

Successful enterprises are those that consistently create new knowledge, disseminate it widely throughout the enterprise and quickly embed it in new technologies and products. These ‘knowledge-creating’ enterprises understand what knowledge is and what they should do to exploit it. In other words, they successfully manage and share their knowledge throughout their enterprise. When launching a knowledge management initiative, it is important to identify which knowledge management processes are most relevant to the enterprise’s environment and systems, and steps should be taken to support these activities and integrate them into daily operations. Broader elements and issues should also be identified and recognised for the influence they have on the knowledge management process. For example that enterprises should encourage individuals to interact, to work together on projects, or to share their ideas on an informal basis and systems are needed to codify the knowledge of individuals so that others can use it. Applying these elements involves: information technology; formal and informal structures; and specific knowledge management tools. Another important factor in the success of a knowledge management project is to ground knowledge management and knowledge sharing within the context of the enterprise’s business strategy seeing that the intranet can assist in the creation of economic value and competitive advantage for the enterprise. The knowledge sharing or knowledge contribution part of the knowledge management process seems to be the most difficult for enterprises. Knowledge sharing often takes place in enterprises via employees’ informal networks. Knowledge management could turn this informal, ad hoc process into a more systematic process. Creating a corporate culture where knowledge is valued and shared effectively is a challenge. Part of the solution could be for an enterprise to be aware of their specific corporate culture and how it influences their behaviour and attitude towards knowledge sharing. Because the employee’s behaviour determines the sharing of knowledge, leadership has an important role to play and they could use various motivational practices to encourage knowledge sharing. Leadership should commit to creating an environment, within which employees are able to share, assess and experiment with new knowledge gained. The corporate intranet could be used as such an environment, but employees need to be trained to use their knowledge management IT tools, making it as easy as possible for employees to contribute to the enterprise knowledge base. Effective intranet usage should be embedded in the enterprise’s general corporate and knowledge sharing culture. The intranet should be seen as an essential part of the enterprise’s knowledge management system and should be designed to suit and enhance the enterprise knowledge sharing activities and culture. It is also important that intranets should be evaluated regularly to determine its current contribution to as well as future potential of the knowledge sharing capability of the enterprise. The importance of evaluating and measuring the enterprise intranet and various measurement tools were discussed in depth, which consequently led to the formulation of an intranet evaluation tool in the form of a questionnaire. The prototype questionnaire was compiled by using measurement tools developed previously. The questionnaire brought together the concepts of knowledge management, knowledge sharing cultures and intranet functionalities. The evaluation tool was then applied to measure the effectiveness of a management consulting business’s intranet in enhancing the enterprise’s knowledge sharing culture. Recommendations were made to enterprises use the questionnaire when using the questionnaire in similar environments. An intranet represents a tool of potentially high value to any enterprise, but in order to realise this value, the intranets should be properly measured and managed and every employee needs to take ownership and buy into the concept of the intranet as a knowledge sharing enabler. This calls for an employee to be motivated to participate in knowledge sharing, so that they can experience the value they could add and receive by using the intranet for knowledge sharing activities.Prof. P.A. van Brakel Mnr. J.A. Ko

Governing Knowledge Sharing and Transfer in MNCs by Organizational Mechanisms Enabling Social Interaction

This dissertation aims to contribute to the understanding of how multinational companies (MNCs) use organizational mechanisms enabling social interaction to govern knowledge sharing and transfer within the company. The international management literature has, over recent decades, shown an increased interest in the importance of social interaction in the government of knowledge processes and integration of units by MNCs. Even though research provides support for the association between social interaction and the sharing and transfer of knowledge, researchers have neither fully explained how MNCs leverage this association nor identified the underlying mechanisms whereby social interaction positively affects related processes and under what conditions. The dissertation consists of three papers: one literature review and two empirical studies. The literature review investigates how organizational mechanisms enabling social interaction are covered in the international management literature, with a specific focus on the role of socialization and social capital. The review identifies seven main categories covering 35 different mechanisms, which are defined as formal or informal. Additionally, the review proposes a model for how formal and informal mechanisms are connected to socialization and the development of social capital. The empirical papers report two different studies. The first investigates intra-organizational learning structures that enable social interaction among managers across borders and examines the extent of their association with strategic and HRM structures and the institutional context of the subsidiary’s operation. This paper investigates both company-level factors and institutional context as a macro factor influencing the focal subsidiary. The second empirical paper investigates the micro-foundations of knowledge sharing and transfers within formal knowledge networks in an MNC. The focus is on the interaction between knowledge-sharing behavior and knowledge application and how these processes are influenced by network management, structural social capital, and different types of autonomous motivation. Together, these papers contribute to the understanding of how MNCs use organizational mechanisms enabling social interaction to govern knowledge sharing and transfer within the company