Creating knowledge networks: lessons from practice

Creating knowledge networks: lessons from practice Purpose – The purpose of the research is to study the set‐up processes of formal networks in a multinational high‐tech corporation consisting of multiple business units. The aim is to learn more about what management can do in order to support the fragile process of setting up new knowledge networks. Design/methodology/approach – The research project had a problem‐solving approach, which is why action research was selected as the method. Findings – Based on the research the following findings are discussed: identify and support knowledge activists, put knowledge networks on the strategic agenda, formal networks being vulnerable to major organizational changes, create an understanding for how formal networks can coexist with the line organization. Research limitations/implications – Limitations of the study relate to the fact that the knowledge networks were set up within the same company. That the knowledge networks were set up during a turbulent time when cost reductions were a top priority may also limit the generalizability of the findings. Practical implications – The findings of the research can help managers to set up a knowledge network successfully. If management is aware of the issues that could be encountered in a knowledge network set‐up, the chances for a successful knowledge network implementation will be enhanced. Originality/value – Systematic research regarding the actual process of a knowledge network set‐up is lacking. This research fills this gap by the practical characteristics of the research project and its practical implications for management. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Knowledge Management Emerald Publishing

Creating knowledge networks: lessons from practice

Journal of Knowledge Management, Volume 9 (6): 13 – Dec 1, 2005

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Publisher
Emerald Publishing
Copyright
Copyright © 2005 Emerald Group Publishing Limited. All rights reserved.
ISSN
1367-3270
DOI
10.1108/13673270510629936
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of the research is to study the set‐up processes of formal networks in a multinational high‐tech corporation consisting of multiple business units. The aim is to learn more about what management can do in order to support the fragile process of setting up new knowledge networks. Design/methodology/approach – The research project had a problem‐solving approach, which is why action research was selected as the method. Findings – Based on the research the following findings are discussed: identify and support knowledge activists, put knowledge networks on the strategic agenda, formal networks being vulnerable to major organizational changes, create an understanding for how formal networks can coexist with the line organization. Research limitations/implications – Limitations of the study relate to the fact that the knowledge networks were set up within the same company. That the knowledge networks were set up during a turbulent time when cost reductions were a top priority may also limit the generalizability of the findings. Practical implications – The findings of the research can help managers to set up a knowledge network successfully. If management is aware of the issues that could be encountered in a knowledge network set‐up, the chances for a successful knowledge network implementation will be enhanced. Originality/value – Systematic research regarding the actual process of a knowledge network set‐up is lacking. This research fills this gap by the practical characteristics of the research project and its practical implications for management.

Journal

Journal of Knowledge ManagementEmerald Publishing

Published: Dec 1, 2005

Keywords: Knowledge organizations; Communities; Knowledge management; Action research

References

  • The dynamics of product innovation and firm competences
    Danneels, E.
  • A report on the use of action research to evaluate a manufacturing information systems development methodology in a company
    Grant, D.; Ngwenyama, O.
  • The dual imperatives of action research
    McKay, J.; Marshall, P.

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