According to Du Preez (cited in Perry et al., 2010 ), knowledge networks imply a number of actors and resources, where the relationships between them bring about knowledge capturing, knowledge transfer and knowledge creation for the purpose of creating value. Du Preez elaborates further on this notion by maintaining that “integrated knowledge networks span all domains, communities, and trust relationships with the goal of fostering sustainable innovation that will continue to promote the competitiveness of its users” (p. 79). Although a knowledge network has the same composition as a social network, knowledge networks are as a rule more complex and dynamic. Knowledge networks aim to facilitate the flow and sharing of knowledge as well as to create new knowledge and to ensure the application thereof ( Denner, 2012 ). Knowledge networks differ from social networks in that they accentuate joint value creation by its members–shifting from information sharing to knowledge creation; it reinforces its members’ innovation and communication skills; it implements strategies in order to engage decision makers more directly ( Creech, 2001 ). Hence, knowledge networks could be described as social networks from a KM perspective. These networks form with the purpose to collect and implement knowledge—mainly via knowledge creation and knowledge sharing processes—in order to create value.
Published in Chapter:
Understanding Knowledge Networks Through Social Network Analysis
Ronel Davel (University of Pretoria, South Africa), Adeline S. A. Du Toit (University of Pretoria, South Africa), and Martie Mearns (University of Johannesburg, South Africa)
Copyright: © 2020
|Pages: 32
DOI: 10.4018/978-1-7998-2189-2.ch004
Abstract
Social network analysis (SNA) is being increasingly deployed as an instrument to plot knowledge and expertise as well as to confirm the character of connections in informal networks within organisations. This study investigated how the integration of networking into KM can produce significant advantages for organisations. The aim of the research was to examine how the interactions between SNA, CoPs, and knowledge maps could potentially influence knowledge networks. The researchers endeavour 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. This chapter intends to present a process map that can be useful when an organisation wants to positively increase its social capital by examining influencing interactions between SNA, CoPs, and knowledge maps, thereby enhancing the manner in which they share and create knowledge.