The Relevance of Organizational Learning for High Performing Social Networks

2009 ◽  
pp. 43-56
Author(s):  
Jeff Clanon
Keyword(s):  
Social Networks ◽  
Organizational Learning ◽  
High Performing

A Social Network Perspective on Knowledge Management

2011 ◽  
pp. 2070-2078 ◽  
Author(s):  
Reed E. Nelson ◽  
HY Sonya Hsu
Keyword(s):  
Social Networks ◽  
Knowledge Management ◽  
Social Network ◽  
Organizational Learning

Social networks—the sets of relations that link individuals and collectives—have implications for the speed and effectiveness with which knowledge is created and disseminated in organizations Both social networks and knowledge management (KM) are complex, multifaceted phenomena that are as yet imperfectly understood. Not unsurprisingly, our understanding of the interface between the two is similarly imperfect and evolving. There are, however, a number of foundational concepts upon which existing thought converges as well as a body of emerging research that offers practical and conceptual guidance for developing the kind of network best suited for managing different kinds of knowledge. In this article, we introduce rudimentary network concepts, briefly recapitulate KM and organizational learning concepts related to networks, and then explore some of the interfaces between social networks and KM.

A Social Network Perspective on Knowledge Management

2011 ◽  
pp. 826-832
Author(s):  
Reed E. Nelson ◽  
H.Y. Sonya Hsu
Keyword(s):  
Social Networks ◽  
Knowledge Management ◽  
Social Network ◽  
Organizational Learning

Social networks—the sets of relations that link individuals and collectives—have implications for the speed and effectiveness with which knowledge is created and disseminated in organizations Both social networks and knowledge management (KM) are complex, multifaceted phenomena that are as yet imperfectly understood. Not unsurprisingly, our understanding of the interface between the two is similarly imperfect and evolving. There are, however, a number of foundational concepts upon which existing thought converges as well as a body of emerging research that offers practical and conceptual guidance for developing the kind of network best suited for managing different kinds of knowledge. In this article, we introduce rudimentary network concepts, briefly recapitulate KM and organizational learning concepts related to networks, and then explore some of the interfaces between social networks and KM.

The multiple pathways of high performing groups: the interaction of social networks and group processes

2006 ◽  
Vol 27 (3) ◽  
pp. 299-317 ◽  
Author(s):  
Priti Pradhan Shah ◽  
Kurt T. Dirks ◽  
Norman Chervany
Keyword(s):  
Social Networks ◽  
Group Processes ◽  
High Performing

scholarly journals Adaptive social networks promote the wisdom of crowds

2020 ◽  
Vol 117 (21) ◽  
pp. 11379-11386 ◽  
Author(s):  
Abdullah Almaatouq ◽  
Alejandro Noriega-Campero ◽  
Abdulrahman Alotaibi ◽  
P. M. Krafft ◽  
Mehdi Moussaid ◽  
...  
Keyword(s):  
Social Networks ◽  
Collective Intelligence ◽  
Empirical Studies ◽  
Structural Connectivity ◽  
Behavioral Experiments ◽  
Adaptation Mechanism ◽  
Substantial Impact ◽  
High Performing ◽  
Initial Belief

Social networks continuously change as new ties are created and existing ones fade. It is widely acknowledged that our social embedding has a substantial impact on what information we receive and how we form beliefs and make decisions. However, most empirical studies on the role of social networks in collective intelligence have overlooked the dynamic nature of social networks and its role in fostering adaptive collective intelligence. Therefore, little is known about how groups of individuals dynamically modify their local connections and, accordingly, the topology of the network of interactions to respond to changing environmental conditions. In this paper, we address this question through a series of behavioral experiments and supporting simulations. Our results reveal that, in the presence of plasticity and feedback, social networks can adapt to biased and changing information environments and produce collective estimates that are more accurate than their best-performing member. To explain these results, we explore two mechanisms: 1) a global-adaptation mechanism where the structural connectivity of the network itself changes such that it amplifies the estimates of high-performing members within the group (i.e., the network “edges” encode the computation); and 2) a local-adaptation mechanism where accurate individuals are more resistant to social influence (i.e., adjustments to the attributes of the “node” in the network); therefore, their initial belief is disproportionately weighted in the collective estimate. Our findings substantiate the role of social-network plasticity and feedback as key adaptive mechanisms for refining individual and collective judgments.

Organizational Learning and Web 2.0 Technologies

2014 ◽  
pp. 512-528 ◽  
Author(s):  
Neide Santos
Keyword(s):  
Social Networks ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Software Development ◽  
Web 2.0 ◽  
Negative Reaction ◽  
The Internet ◽  
Controversial Issues ◽  
Enterprise 2.0 ◽  
Software Application

The knowledge era redefines companies’ scenarios and workers’ profiles, requiring models and tools for Knowledge Management (KM) and Organizational Learning (OL) to respond to external demands. The growth of the Internet and the emergence of Web 2.0 created the conditions for Enterprise 2.0. This chapter analyzes Web 2.0 usefulness in the workplace and presents a software application for KM and OL that aims to support the software development process in software houses. The conclusion discusses controversial issues related to collaboration and competitive markets and presents some reasons for the apparent negative reaction of companies to adopt systems based on social networks.

scholarly journals Creativity in temporal social networks: how divergent thinking is impacted by one’s choice of peers

2020 ◽  
Vol 17 (171) ◽  
pp. 20200667
Author(s):  
Raiyan Abdul Baten ◽  
Daryl Bagley ◽  
Ashely Tenesaca ◽  
Famous Clark ◽  
James P. Bagrow ◽  
...  
Keyword(s):  
Social Networks ◽  
Social Network ◽  
Large Scale ◽  
Divergent Thinking ◽  
Self Organization ◽  
Agent Based Simulation ◽  
Web Based ◽  
Agent Based ◽  
High Performing ◽  
Simulation Parameters

Creativity is viewed as one of the most important skills in the context of future-of-work. In this paper, we explore how the dynamic (self-organizing) nature of social networks impacts the fostering of creative ideas. We run six trials ( N = 288) of a web-based experiment involving divergent ideation tasks. We find that network connections gradually adapt to individual creative performances, as the participants predominantly seek to follow high-performing peers for creative inspirations. We unearth both opportunities and bottlenecks afforded by such self-organization. While exposure to high-performing peers is associated with better creative performances of the followers, we see a counter-effect that choosing to follow the same peers introduces semantic similarities in the followers’ ideas. We formulate an agent-based simulation model to capture these intuitions in a tractable manner, and experiment with corner cases of various simulation parameters to assess the generality of the findings. Our findings may help design large-scale interventions to improve the creative aptitude of people interacting in a social network.

scholarly journals DETERMINING CONTRIBUTORS OF PERFORMANCE IN MALAYSIAN HIGH PERFORMING SCHOOLS

2014 ◽  
Vol 2 (5) ◽  
pp. 13-19
Author(s):  
Rahmad Sukor Ab Samad ◽  
Mohamed Iskandar Rahmad Sukor ◽  
Darwyan Syah
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Sampling Technique ◽  
Organizational Memory ◽  
High Performing Schools ◽  
High Performing ◽  
External Learning ◽  
Intellectual Asset

This research aimed to determine contributors of performance within the vicinity of knowledge management and organizational learning aspects in all 52 High Performing Schools in Malaysia. Purposive full sampling technique was employed and 127 out of 132 respondents consisted of national school headmasters or principals and senior assistant teachers have responded to the distributed questionnaires. The research instrument was developed from 3 theories, namely the theory by Sallis and Jones (2002), Bruce Britton (1998), and Satyendra Singh, Yolande Chan and James McKeen (2006). With the Cronbach’s Alpha value at .965, the obtained data was analyzed by using multiple regression analyses. From the results obtained, 8 predictors were found to be from knowledge management and another 15 from organizational learning. In terms of the assembling element within the capability factor; support culture, communication system and learning application were the contributors towards the performance of high performing schools. Knowledge creation, support culture and integration to strategy were the contributors for the integration element while organizational culture, knowledge sharing, knowledge creation, external learning and organizational memory were found to be the contributors. For the factor of innovation agility; intellectual asset, knowledge sharing, knowledge creation, external learning, mechanism, integration to strategy and learning application were the contributors. Lastly, for competitive actions; intellectual asset, support culture, external learning, integration to strategy and learning application were the contributors towards the performance of high performing schools.

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