Knowledge sharing and strategic capital The importance and identification of opinion leaders

Knowledge sharing and strategic capital The importance and identification of opinion leaders Purpose – This article seeks to propose that the success of an organization's knowledge‐sharing strategy and the magnitude of its strategic capital are critically dependent on its having the capability to visualize relationship‐networks among its employees, and means to identify and leverage, as appropriate, patterns of positive or negative influence. Design/methodology/approach – The paper is based on the author's own experiences and those of other authors in the same field. Findings – There seems no evidence in the literature that programs can be mounted to deliberately develop opinion leaders by helping them acquire such meta‐capabilities or assume archetypical characteristics. Originality/value – Utilization of the NVA‐based approach described here will provide an enhanced real‐world understanding of how the various sectors and network layers of an organization coalesce, and relate to one another, at micro and macro levels. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Learning Organization Emerald Publishing

Knowledge sharing and strategic capital The importance and identification of opinion leaders

The Learning Organization, Volume 12 (6): 12 – Dec 1, 2005

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Publisher
Emerald Publishing
Copyright
Copyright © 2005 Emerald Group Publishing Limited. All rights reserved.
ISSN
0969-6474
DOI
10.1108/09696470510626766
Publisher site
See Article on Publisher Site

Abstract

Purpose – This article seeks to propose that the success of an organization's knowledge‐sharing strategy and the magnitude of its strategic capital are critically dependent on its having the capability to visualize relationship‐networks among its employees, and means to identify and leverage, as appropriate, patterns of positive or negative influence. Design/methodology/approach – The paper is based on the author's own experiences and those of other authors in the same field. Findings – There seems no evidence in the literature that programs can be mounted to deliberately develop opinion leaders by helping them acquire such meta‐capabilities or assume archetypical characteristics. Originality/value – Utilization of the NVA‐based approach described here will provide an enhanced real‐world understanding of how the various sectors and network layers of an organization coalesce, and relate to one another, at micro and macro levels.

Journal

The Learning OrganizationEmerald Publishing

Published: Dec 1, 2005

Keywords: Knowledge sharing; Leadership; Social networks

References

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