The Impact of Informal Networks on Knowledge Management Strategy

The Impact of Informal Networks on Knowledge Management Strategy

Tony Jewels (Queensland University of Technology, Australia) and Alan Underwood (Queenland University of Technology, Australia)
Copyright: © 2004 |Pages: 21
DOI: 10.4018/978-1-59140-281-7.ch001
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Abstract

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 recognize 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 management policy are examined.

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Table of Contents
Chapter 1
Tony Jewels, Alan Underwood
The application of a knowledge management strategy does not take place in a vacuum. Successfully meeting objectives of a knowledge management... Sample PDF
The Impact of Informal Networks on Knowledge Management Strategy
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Chapter 2
W.A. Taylor, N.A. Boraie
This chapter focuses on a perceived knowledge gap created whenever consultancy organizations sub-contract work to freelance consultants in the... Sample PDF
Knowledge Capture Between Consultancies and Freelance Subcontractors: A Model and Empirical Evidence
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Chapter 3
Farhad Daneshgar
A methodology is introduced in this chapter for sharing the contextual knowledge in virtual communities. Context is represented by a set of semantic... Sample PDF
Awareness Matters in Virtual Communities: An Awareness Ontology
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Chapter 4
Meliha Handzic, Glenn Bewsell
This chapter explores the nature of corporate memories in enhancing individual working knowledge and performance in a decision-making context. Our... Sample PDF
Corporate Memories: Tombs or Wellsprings of Knowledge?
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Chapter 5
Katsutoshi Yada
This chapter describes the framework of knowledge discovery process in sales data and how the data mining system is applied to the data in the real... Sample PDF
Knowledge Discovery Process and Introduction of Domain Knowledge
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Chapter 6
Jonathan Pemberton, George Stonehouse
Knowledge focused organizations are knowledge-centric, a term that embodies the creation and management of knowledge but embedded as an integral... Sample PDF
The Organizational Characteristics of Knowledge-Centricity
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Chapter 7
Albert C.K. Leung
In view of the need of using knowledge management (KM) systems for learning and training, this chapter discusses six major design factors of such KM... Sample PDF
Making Knowledge Management System an Effective Tool for Learning and Training
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Chapter 8
Krzysztof Wecel, Pawel J. Kalczynski, Witold Abramowicz
This chapter presents how Web services architecture can be leveraged to extend an existing system to an open and flexible platform. It reviews... Sample PDF
Web Service Modeling Framework for the Enhanced Data Warehouse
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Chapter 9
Abdus S. Chaudhry
Many portal products have been marketed as knowledge management tools, implying that benefits of knowledge management can be achieved by... Sample PDF
Enterprise Portals and Knowledge Management Processes
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Chapter 10
Maria R.Y. Lee, Ching Lee
This chapter introduces ontology conceptual modeling for discovering Bluetooth Services in m-commerce. Discovery services in a dynamic environment... Sample PDF
Amalgamating Ontological Modeling with Bluetooth Service Discovery
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Chapter 11
Francisco M.M. Neto, Francisco V. Brasileiro
Support for knowledge management (KM) requires mechanisms for creation, mapping and transference of knowledge. Many organizations use computer... Sample PDF
Effective Integration of Computer-Supported Collaborative Learning into Knowledge Management Structures: A Model and an Evaluation Framework
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Chapter 12
Ana M.R. Correia, Anabela Sarmento
Globalization, bringing about universal and dynamic transformations in every sector of the economy, is placing organizations everywhere in new and... Sample PDF
The European Challenge of KM and Innovation: A Skills and Competence Portfolio for the Knowledge Worker in SME's
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Chapter 13
Patricia C. Miller
The ability of an organization to better utilize its current stock of knowledge or position itself to identify opportunities to create knowledge... Sample PDF
The Role of Knowledge Creation in Competitive Advantage
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Chapter 14
Jack S. Cook, Laura Cook
This chapter examines knowledge sharing and management within an organization. More importantly, it addresses what organizations can do to promote... Sample PDF
Promoting Organizational Knowledge Sharing
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Chapter 15
Michael Hall
This chapter presents a model that allows customer capital to be incorporated into a company’s human capital in a way that is not now practiced. The... Sample PDF
Value Creation through Customer Derived Revenue
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