Individual performance in knowledge intensive work through social networks

2007 ◽  
Author(s):  
Kon Shing Kenneth Chung ◽  
Liaquat Hossain ◽  
Joseph Davis
Keyword(s):  
Social Networks ◽  
Individual Performance ◽  
Knowledge Intensive ◽  
Intensive Work

Multiple Team Membership and Individual Performance in Knowledge-Intensive Work

2016 ◽  
Vol 2016 (1) ◽  
pp. 10488
Author(s):  
Hendrik Johan van de Brake ◽  
Frank Walter ◽  
Floor Rink ◽  
Peter Essens ◽  
Gerben van der Vegt
Keyword(s):  
Individual Performance ◽  
Knowledge Intensive ◽  
Intensive Work ◽  
Multiple Team Membership

scholarly journals Proposta de Interface para Um Sistema Inteligente para Gerenciamento de Energia Fotovoltaica no Contexto Brasileiro

2021 ◽  
Author(s):  
Minjae Lins Chung ◽  
Vitor Bremgartner da Frota ◽  
Priscila Silva Fernandes ◽  
Luis Rivero
Keyword(s):  
Social Networks ◽  
Economic Development ◽  
Natural Resources ◽  
Document Analysis ◽  
Individual Performance ◽  
Photovoltaic Energy ◽  
Intelligent Interface ◽  
Web System

Considering the imbalance between economic development andthe environment, there is a concern with the preservation of theplanet’s natural resources and the use of renewable and sustainableenergies. In this context, new systems have emerged to assist in themanagement of photovoltaic energy. This paper presents a proposalfor an intelligent interface for a Web system to monitor, report andconsult on the production of energy and health of photovoltaic panels.To raise the requirements and propose the system’s graphicalinterface, the following techniques were used: (a) benchmarking, inwhich the functionalities of the largest competitors in the marketwere compared; and (b) document analysis, where comments oncompeting systems on their social networks were analyzed. Theprototype presented allows to observe the production of energy indifferent periods, besides allowing to check the health of a panel,as well as its individual performance.

The Influence of Collaborative Web on Knowledge Management, Organizational Structure and Culture in Knowledge-Intensive Companies

2011 ◽  
pp. 184-201 ◽  
Author(s):  
Kathrin Kirchner ◽  
Mladen Cudanov
Keyword(s):  
Social Networks ◽  
Knowledge Management ◽  
Organizational Structure ◽  
Knowledge Sharing ◽  
Virtual Community ◽  
Project Teams ◽  
Management Change ◽  
Community Orientation ◽  
Web Tools ◽  
Knowledge Intensive

Knowledge-intensive companies are quickly changing, involving many people working in different activities. Knowledge in such companies is diverse and its proportions immense and steadily growing. The distribution of knowledge across project teams, communities of practice, and individuals is therefore an important factor. With collaborative Web, tools like wikis, blogs, or social networks are used for collaboration and knowledge sharing. In this chapter, we question what influence these tools have on knowledge management, organizational structure, and culture of knowledge-intensive companies. As a result of our interviews and surveys done in Serbia, we found that with collaborative Web, organizational structure, culture, and knowledge management change is perceived among employees and that employee’s loyalty changes from company orientation toward virtual community orientation.

Introduction

2003 ◽  
Author(s):  
Rob Cross ◽  
Andrew Parker
Keyword(s):  
New Product Development ◽  
Flexible Structures ◽  
Knowledge Work ◽  
Informal Networks ◽  
Work Processes ◽  
Knowledge Intensive ◽  
Management Advice ◽  
Intensive Work ◽  
Work Done ◽  
Second Wave

Spend some time in most any organization today and you are sure to hear of the importance of networks, in one form or another, for getting work done. In this age of increasingly organic, flat, and flexible structures, many managers and scholars are using networks as a central organizing metaphor for twenty-first-century firms (e.g., Dimagio, 2001; Nohria & Ghoshal, 1997). In large part, this focus seems a product of two trends. First, over the past decade or so initiatives such as de-layering, TQM, reengineering, team-based structures, and outsourcing, to name a few, have been undertaken to promote organizational flexibility and efficiency (Hirschhorn & Gilmore, 1992; Hammer & Champy, 1993; Mohrman, Cohen, & Mohrman, 1995; Kerr & Ulrich, 1995). One outcome of these restructuring efforts is that information flow and work increasingly occur through informal networks of relationships rather than through channels tightly prescribed by formal reporting structures or detailed work processes. Along with the drive to more organic structures in organizations we have also seen a rise in the prevalence and value of knowledge-intensive work (Quinn, 1992; Drucker, 1993). Early initiatives to support knowledge workers focused heavily on databases and organizational processes to ensure the capture and sharing of lessons and reusable work products (e.g., Stewart, 1997; O’Dell & Grayson, 1998; Ruggles, 1998; Davenport, Delong, & Beers, 1998). However, these investments rarely, if ever, had the intended impact on the effectiveness and efficiency of knowledge work. As a result, a “second wave” of knowledge-management advice is coming forth that pays a great deal more attention to knowledge embedded within employees and relationships in organizations (e.g., Brown & Duguid, 2000; Cross & Baird, 2000; Dixon, 2000; Von Krogh et al., 2000; Cohen & Prusak, 2001). Among other things, this work has illustrated the importance of trust and informal networks for knowledge creation and sharing within organizations. We suggest that in today’s de-layered, knowledge-intensive settings, most work of importance is heavily reliant on informal networks of employees within organizations. For example, networks sitting across core work processes, weaving together new product development initiatives or integrating strategic initiatives such as alliances or mergers can be critical to organizational effectiveness.

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