Knowledge Management and Human Resource Development: An Application in Social Network Analysis Methods

2007 ◽  
Vol 9 (3) ◽  
pp. 359-383 ◽  
Author(s):  
Salvatore Parise
Keyword(s):  
Knowledge Management ◽  
Social Network ◽  
Social Network Analysis ◽  
Network Analysis ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Analysis Methods

Social Network Analysis

2011 ◽  
pp. 1460-1469
Author(s):  
David J. Dekker ◽  
Paul H.J. Hendriks
Keyword(s):  
Knowledge Management ◽  
Social Network ◽  
Social Network Analysis ◽  
Network Analysis ◽  
Development Project ◽  
Knowledge Networks ◽  
Knowledge Processes ◽  
Social Network Structure ◽  
Product Development Project ◽  
Practice Knowledge

In knowledge management (KM), one perspective is that knowledge resides in individuals who interact in groups. Concepts as communities-of-practice, knowledge networks, and “encultured knowledge” as the outcome of shared sense-making (Blackler, 1995) are built upon this perspective. Social network analysis focuses on the patterns of people’s interactions. This adds to KM theory a dimension that considers the effects of social structure on for example, knowledge creation, retention and dissemination. This article provides a short overview of consequences of social network structure on knowledge processes and explores how the insights generated by social network analysis are valuable to KM as diagnostic elements for drafting KM interventions. Relevance is apparent for management areas such as R&D alliances, product development, project management, and so forth.

Human Resource Development as a Knowledge Management System

2016 ◽  
pp. 1-19 ◽  
Author(s):  
Claretha Hughes ◽  
Matthew W. Gosney
Keyword(s):  
Knowledge Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Management System ◽  
Resource Development ◽  
Point Of View ◽  
Knowledge Management System ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Transfer Of Knowledge

The crux of the challenge in bridging the scholar-practitioner gap in Human Resource Development is in creating effective mechanisms for the transfer of knowledge between scholars and practitioners. Emerging literature on the topic of knowledge management, and of knowledge management systems, provide a compelling point of view in which to consider the scholar-practitioner gap in HRD. In the chapter, knowledge management systems, as a functional outcropping of systems theory, are considered along with the use of logic models to develop and evaluate organization and program effectiveness. Preliminary research results conducted by Hughes and Wang (2015) gives further support to the notion that considering HRD as a knowledge management system may provide a framework for bridging the scholar-practitioner gap.

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