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Mapping knowledge flows in virtual teams with SNA

Mapping knowledge flows in virtual teams with SNA Purpose – The purpose of this paper is to illustrate the use of Social Network Analysis (SNA) to map information and knowledge flow in six virtual project teams with members of diverse cultures in private and public sector companies in different sectors. Design/methodology/approach – Due to the area of research, the authors supplemented the in‐depth interviews with an embedded SNA questionnaire and two stage analysis. Findings – The SNA findings demonstrated that network ties are useful predictors of how information and knowledge flows in virtual project teams and can be better indicators than formal project structures. assessment of participants' prestige, activity and influence and their generic formal team functions, thus leadership, member and support roles. Research limitations/implications – SNA does not yield information about causal factors, context or history of the team contributing to the current team relationships. Practical implications – SNA as a method in this study delivers information on diverse members' influence, prestige and specific team member‐related brokerage roles. It highlights what boundary‐crossing knowledge sharing activities they engage in and maps the knowledge and information flows between members of the virtual project teams within the companies. Originality/value – The multi‐method research design represents a sound approach to target knowledge management in virtual project environments in international contexts. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Knowledge Management Emerald Publishing

Mapping knowledge flows in virtual teams with SNA

Frank D. Behrend; Ronel Erwee
Journal of Knowledge Management , Volume 13 (4): 16 – Jul 17, 2009
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Publisher
Emerald Publishing
Copyright
Copyright © 2009 Emerald Group Publishing Limited. All rights reserved.
ISSN
1367-3270
DOI
10.1108/13673270910971860
Publisher site
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Abstract

Purpose – The purpose of this paper is to illustrate the use of Social Network Analysis (SNA) to map information and knowledge flow in six virtual project teams with members of diverse cultures in private and public sector companies in different sectors. Design/methodology/approach – Due to the area of research, the authors supplemented the in‐depth interviews with an embedded SNA questionnaire and two stage analysis. Findings – The SNA findings demonstrated that network ties are useful predictors of how information and knowledge flows in virtual project teams and can be better indicators than formal project structures. assessment of participants' prestige, activity and influence and their generic formal team functions, thus leadership, member and support roles. Research limitations/implications – SNA does not yield information about causal factors, context or history of the team contributing to the current team relationships. Practical implications – SNA as a method in this study delivers information on diverse members' influence, prestige and specific team member‐related brokerage roles. It highlights what boundary‐crossing knowledge sharing activities they engage in and maps the knowledge and information flows between members of the virtual project teams within the companies. Originality/value – The multi‐method research design represents a sound approach to target knowledge management in virtual project environments in international contexts.

Journal

Journal of Knowledge Management – Emerald Publishing

Published: Jul 17, 2009

Keywords: Knowledge management; Social networks; Virtual work; Project teams

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