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Creating Value with KnowledgeInsights from the IBM Institute for Business Value$
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Eric Lesser and Lawrence Prusak

Print publication date: 2004

Print ISBN-13: 9780195165128

Published to Oxford Scholarship Online: October 2005

DOI: 10.1093/0195165128.001.0001

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Making Invisible Work Visible: Using Social Network Analysis to Support Strategic Collaboration

Making Invisible Work Visible: Using Social Network Analysis to Support Strategic Collaboration

Chapter:
(p.82) 6 Making Invisible Work Visible: Using Social Network Analysis to Support Strategic Collaboration
Source:
Creating Value with Knowledge
Author(s):

Rob Cross

Stephen P. Borgatti

Andrew Parker

Publisher:
Oxford University Press
DOI:10.1093/0195165128.003.0006

This chapter examines how social network analysis can be used as a diagnostic technique for better understanding myriad organizational challenges, ranging from improving communication between functional organizations to identifying key knowledge-sharing roles and responsibilities. A research program is described that aims to determine how organizations can better support work occurring in informal networks of employees. Working with a consortium of Fortune 500 companies and government agencies, collaboration and work in over forty informal networks from twenty-three different organizations was assessed. In all cases, the networks studied provided strategic and operational value to the embedding organization by enabling employees to effectively collaborate and integrate disparate expertise.

Keywords:   information networks, social network analysis, organizational communication, knowledge-sharing

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