Web-enabled boundary spanners and their role in the knowledge flow network

We argue that types of Simmelian-tied employee dyads (dyads embedded in three-person cliques) influences organizational justice perceptions, and knowledge sharing within and across organizational boundaries through virtual workgroups. We study the interaction between employees\u27 advice and friendship ties, shared interpersonal, interactional, procedural and distributive justice perceptions, and the types of knowledge shared from a social network perspective. We predict that Simmelian-tied advice and friendship dyads influence justice perceptions, and in turn knowledge sharing. Compared to Simmelian-tied advice dyads, we suggest that Simmelian-tied friendship dyads were hypothesized to be strongly associated with congruent distributive, interpersonal, and interpersonal justice perceptions. Congruent procedural justice perceptions were likely to be associated with both Simmelian-tied advice and friendship ties. We hypothesized that distributive, procedural, and informational justice perceptions were likely to be shared across formal organizational boundaries through strong friendship ties. We also predicted that positive congruent procedural, interpersonal and informational justice perceptions influenced expert knowledge sharing while congruent distributive justice perceptions influenced product knowledge sharing

Web 2.0 Use and Organizational Innovation: A Knowledge Transfer Enabling Perspective

Over the last several years, a variety of Web 2.0 applications has been widely adopted by individual users and recently has received great attention from organizations. While an increasing number of organizations have started utilizing Web 2.0 applications in hopes of boosting collaboration and driving innovations, only a small number of different theoretical perspectives are available in the literature that facilitate a further understanding of the phenomenon of organizational adoption of Web 2.0 to drive innovation. In this paper, we propose a theoretical model explicating this phenomenon from the perspective that Web 2.0 use enhances knowledge transfer by fostering the emergence of informal networks, weak ties, boundary spanners and social capital. This model conceptualizes the process through which organizations drive innovations by utilizing Web 2.0 applications. Based on this perspective, suggestions for organizations to facilitate this process are also provided

Toward a Framework of Web 2.0-Driven Organizational Learning

During the past few years, Web 2.0 applications have changed the Web from a search tool to a platform for collaboration. Research has also started to show that Web 2.0 applications promote organizational knowledge sharing and creation. There is not, however, a comprehensive conceptual framework that explains how the organizational use of Web 2.0 leads to organizational learning. In this article, we develop such a framework by drawing on social capital theory, the SECI knowledge creation model, and the concept of Ba to show how the dimensions of social capital that emerge from the use of Web 2.0 applications evolve and drive organizational learning

Social capital in distributed system development: A case of grid development in particle physics

No organisation, no matter how large, can remain totally reliant on the stocks of new knowledge it generates itself. In order to keep abreast of the latest scientific and technological developments, R&D organisations must continuously import knowledge from beyond the organisations boundaries. How does this external knowledge which is critical to success then become absorbed and integrated into the firm? Our paper addresses this question through the lens of the influential technological gatekeeper theory. Drawing on social network analysis (SNA) and interview evidence from a medical devices R&D group, we find that the gatekeeper role is still vital, but no longer needs to be performed by a single individual. Instead, the modern R&D group can keep abreast of the latest technological advances through a combination of Web-enabled internal and external communication specialists. A unique contribution this paper makes to the IT-enable social network literature is the development of an updated conceptual framework of how the gatekeeper role is performed in the modern R&D group

Web 2.0 Use and Knowledge Transfer: How Social Media Technologies Can Lead to Organizational Innovation

The concept of Web 2.0 has gained widespread prominence in recent years. The use of Web 2.0 applications on an individual level is currently extensive, and such applications have begun to be implemented by organizations in hopes of boosting collaboration and driving innovation. Despite this growing trend, only a small number of theoretical perspectives are available in the literature that discuss how such applications could be utilized to assist in innovation. In this paper, we propose a theoretical model explicating this phenomenon. We argue that organizational Web 2.0 use fosters the emergence and enhancement of informal networks, weak ties, boundary spanners, organizational absorptive capacity, which are reflected in three dimensions of social capital, structural, relational, and cognitive. The generation of social capital enables organizational knowledge transfer, which in turn leads to organizational innovation. Based on this model, suggestions for organizations to facilitate this process are also provided, and theoretical implications are discussed

How does PLM enhance international inter organizational new product development? Knowledge transfer and translation with boundary spanners

An important question for IS researchers and practitioners is how IT can improve new product development (NPD) in the context of inter organizational development. More precisely, this paper aims at understanding how Product Lifecycle Management (PLM) technology contributes to NPD knowledge integration in this environment. It is based on a longitudinal case study of a French industrial Group with design teams located in Europe, which had greatly increased development work with China at the time of the study. The first author participated in PLM implementations in Asia over the course of four years. Data analyses indicate a reduction of communication problems, from which we infer a positive contribution of PLM to knowledge transfer and knowledge translation. PLM reinforces the role of outsourced Chinese engineers who act as a boundary spanner with Chinese suppliers

Bridges, brokers and boundary spanners in collaborative networks: a systematic review

BackgroundBridges, brokers and boundary spanners facilitate transactions and the flow of information between people or groups who either have no physical or cognitive access to one another, or alternatively, who have no basis on which to trust each other. The health care sector is a context that is rich in isolated clusters, such as silos and professional “tribes,” in need of connectivity. It is a key challenge in health service management to understand, analyse and exploit the role of key agents who have the capacity to connect disparate groupings in larger systems. MethodsThe empirical, peer reviewed, network theory literature on brokerage roles was reviewed for the years 1994 to 2011 following PRISMA guidelines. ResultsThe 24 articles that made up the final literature set were from a wide range of settings and contexts not just healthcare. Methods of data collection, analysis, and the ways in which brokers were identified varied greatly. We found four main themes addressed in the literature: identifying brokers and brokerage opportunities, generation and integration of innovation, knowledge brokerage, and trust. The benefits as well as the costs of brokerage roles were examined. ConclusionsCollaborative networks by definition, seek to bring disparate groups together so that they can work effectively and synergistically together. Brokers can support the controlled transfer of specialised knowledge between groups, increase cooperation by liaising with people from both sides of the gap, and improve efficiency by introducing “good ideas” from one isolated setting into another. There are significant costs to brokerage. Densely linked networks are more efficient at diffusing information to all their members when compared to sparsely linked groups. This means that while a bridge across a structural hole allows information to reach actors that were previously isolated, it is not the most efficient way to transfer information. Brokers who become the holders of, or the gatekeepers to, specialised knowledge or resources can become overwhelmed by the role and so need support in order to function optimally

The effects of boundary spanners on trust and performance of urban governance networks: Findings from survey research on urban development projects in the Netherlands

__Abstract__ Previous research has extensively analyzed the role, and indicated the importance, of network management for the functioning and performance of public or governance networks. In this article, we focus on the influence of boundary spanning actors in such networks-an aspect less examined in the governance network literature. Boundary spanners are considered to be important for governance network performance. Building on the literature, we expect a mediating role of trust in this relationship. To empirically test these relationships, we conducted survey research (N = 141) among project managers involved in urban governance networks: networks around complex urban projects that include the organizations involved in the governance process (the formulation of policies, decision making, and implementation) in these complex projects. We found a strong positive relationship between the presence of boundary spanners and trust and governance network performance. The results indicate a partially mediating role of trust in this relationship. Furthermore, we found that these boundary spanners originated mainly from private and societal organizations, and less from governmental organizations