Using Social Networking Analysis to Facilitate Knowledge Sharing in the British Council

2009 ◽  
pp. 1905-1914
Author(s):  
Bonnie Wai-yi Cheuk
Keyword(s):  
Knowledge Management ◽  
Social Networking ◽  
Knowledge Sharing ◽  
Virtual Teams ◽  
Global Leadership ◽  
Shared Knowledge ◽  
Global Databases ◽  
Communication Practice ◽  
British Council ◽  
Km Strategy

Prior to the establishment of the Knowledge Management (KM) strategy, the British Council defined knowledge as objects. Knowledge sharing was about sharing documents and information on the intranet or via global databases. Since December 2002, Dervin’s Sense-Making Methodology has been applied to manage knowledge. Knowledge is seen not as a product that can be transferred from one colleague to another but as a communication practice. This means that shared knowledge has to be interpreted and made sense of by its recipients through genuine dialogue. During this phase of KM implementation, the focus shifted to linking up colleagues and providing space for dialogue through building global communities of practice and virtual teams. This article presents an example of how we have used the theory of Social Networking Analysis as a diagnostic tool to promote knowledge sharing among our newly formed 30-people global leadership team. The three steps we have taken to carry out the exercise and its limitations also are discussed.

Using Social Networking Analysis to Facilitate Knowledge Sharing in the British Council

2009 ◽  
pp. 833-841
Author(s):  
Bonnie Wai-yi Cheuk
Keyword(s):  
Knowledge Management ◽  
Social Networking ◽  
Knowledge Sharing ◽  
Virtual Teams ◽  
Global Leadership ◽  
Shared Knowledge ◽  
Global Databases ◽  
Communication Practice ◽  
British Council ◽  
Km Strategy

Prior to the establishment of the Knowledge Management (KM) strategy, the British Council defined knowledge as objects. Knowledge sharing was about sharing documents and information on the intranet or via global databases. Since December 2002, Dervin’s Sense-Making Methodology has been applied to manage knowledge. Knowledge is seen not as a product that can be transferred from one colleague to another but as a communication practice. This means that shared knowledge has to be interpreted and made sense of by its recipients through genuine dialogue. During this phase of KM implementation, the focus shifted to linking up colleagues and providing space for dialogue through building global communities of practice and virtual teams. This article presents an example of how we have used the theory of Social Networking Analysis as a diagnostic tool to promote knowledge sharing among our newly formed 30-people global leadership team. The three steps we have taken to carry out the exercise and its limitations also are discussed.

Using Social Networking Analysis to Facilitate Knowledge Sharing Amongst Senior Managers in Multinational Organisations

2011 ◽  
pp. 263-273
Author(s):  
Bonnie Wai-yi Cheuk
Keyword(s):  
Social Networking ◽  
Knowledge Sharing ◽  
Virtual Teams ◽  
Global Leadership ◽  
Shared Knowledge ◽  
Senior Managers ◽  
Global Databases ◽  
Communication Practice ◽  
British Council ◽  
Km Strategy

Prior to the establishment of the Knowledge Management (KM) strategy, the British Council defined knowledge as ‘objects’. Knowledge sharing was about sharing documents and information on the intranet or via global databases. Since December 2002, Dervin’s Sense-Making Methodology has been applied to manage ‘knowledge’. Knowledge is seen not as a product that can be transferred from one colleague to another, but as a communication practice. This means that shared knowledge has to be interpreted and made sense of by its recipients through genuine dialogue. During this phase of KM implementation, the focus shifted to linking up colleagues and providing space for dialogue through building global communities of practice and virtual teams. This paper presents an example of how we have used the theory of Social Networking Analysis as a diagnostic tool to promote knowledge sharing amongst our newly formed thirty-people global leadership team. The three steps we have taken to carry out the exercise and its limitations are also discussed. Towards the end of the paper, the author presents an alternative application of social networking analysis in a multinational consulting firm.

scholarly journals Benefits of Using the Facebook from the Malaysian Perspectives

2018 ◽  
Vol 3 (6) ◽  
pp. 39
Author(s):  
Noorriati Din ◽  
Shireen Haron
Keyword(s):  
Social Networking ◽  
Knowledge Sharing ◽  
Publishing House ◽  
Shared Knowledge ◽  
Future Research ◽  
Way Of Life ◽  
Types Of Knowledge ◽  
The Hours ◽  
International Publishing ◽  
Open Access Article

This paper is to study the benefits of using the Facebook from the Malaysian perspectives. In finding the answers to this study, the questions posted were related to the hours spend, language used, types of knowledge sharing, and the interaction pattern. The respondents’ feedback responses were analyzed through the content analysis. Findings showed Facebook culture is related to knowledge sharing as a way of life. It can be a platform for future research on the capabilities and benefits of online social networking. This research gives an insight on how Malaysians shared knowledge and benefits that they obtained through Facebook. Keywords: Social interaction; culture; way of life eISSN 2514-7528 © 2018. The Authors. Published for AMER ABRA cE-Bs by e-International Publishing House, Ltd., UK. This is an open-access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer–review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia.

The Effect of Organizational Trust on the Success of Codification and Personalization KM approaches

2010 ◽  
pp. 192-212
Author(s):  
Vincent M. Ribière
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Conceptual Model ◽  
Organizational Trust ◽  
Critical Factor ◽  
Knowledge Management Strategy ◽  
Survey Tool ◽  
Main Research ◽  
Km Strategy ◽  
The Impact

Knowledge Management (KM) initiatives are expanding across all types of organizations worldwide. However, not all of them are necessarily successful mainly due to an unfriendly organizational culture. Organizational trust is often mentioned as a critical factor facilitating knowledge sharing. For this research we took an empirical approach to validate this assumption. The purpose of this research is to explore the relationships between organizational trust, a knowledge management strategy (codification vs. personalization) and its level of success. This study was conducted among 97 US companies involved in knowledge management. A survey tool was developed and validated to assess the level of trust, the level of success and the dominant KM strategy deployed by an organization. Nine main research hypotheses and a conceptual model were tested. The findings show the impact of trust on the choice of the KM strategy as well as on the level of success.

Human Effect of Knowledge Sharing

2011 ◽  
pp. 66-85 ◽  
Author(s):  
Jaekyung Kim ◽  
Sang M. Lee ◽  
David L. Olson
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Public Good ◽  
Community Of Practice ◽  
Free Rider ◽  
Shared Knowledge ◽  
Organizational Success ◽  
Free Riders ◽  
Social Perspectives ◽  
Knowledge Contribution

Knowledge sharing is important for organizational success. Once IT-driven KM approaches are proliferated, they sometimes fail to operate as expected. Social perspectives of KM, especially the human effect on knowledge sharing, are expected to be important because people can choose to share or conceal knowledge. Management of knowledge is not all about collection, but more about connection. This study investigates an individual’s behavior type as a cooperator, reciprocator, and free rider with respect to knowledge contribution. We view shared knowledge in a community of practice as a public good and adopt a theory of reciprocity to explain how different cooperative types affect knowledge contribution. People are assumed to react in one of three ways; sharing knowledge without need for reciprocity (cooperators), feeling obligated to share their knowledge (reciprocators), or taking knowledge for granted (free riders). Results reveal that the fraction of cooperator is positively related to total knowledge contribution and to reciprocity level, while the reciprocity level positively affects knowledge contribution.

Strengthening an Organizational Knowledge-Sharing Culture

2021 ◽  
pp. 237-258
Author(s):  
Jens Degn-Andersen
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Work Environment ◽  
Video Game ◽  
Organizational Knowledge ◽  
Content Management ◽  
Management Team ◽  
Security Policies ◽  
Shared Knowledge ◽  
Internal Security

To improve knowledge sharing at the video game company Ubisoft, the knowledge management team investigated the key elements comprising a knowledge sharing culture. A knowledge sharing culture circle outlining both enablers and barriers to effective knowledge sharing is constructed. The five enablers—the nature of knowledge, opportunities to share, motivation to share, the culture and work environment, and trust—should be supported to strengthen knowledge sharing. At the same time, the barriers hindering efficient knowledge sharing at Ubisoft—confidentiality, knowledge hoarding, competition, and lack of prioritization—must be addressed to leverage the benefits of shared knowledge. The interconnected nature of both the enablers and the barriers must be taken into account when constructing initiatives intended to strengthen a culture of knowledge sharing. Five initiatives are described: a new content management paradigm, strengthened internal job communities, redefined internal security policies, objectives and key results on knowledge sharing, and targeted training.

Roles of Culture for Knowledge Sharing in Asian Virtual Teams

2015 ◽  
pp. 1-8
Author(s):  
Jinghuai She ◽  
Xi Zhang ◽  
Patricia Ordóñez de Pablos ◽  
Weiguang Wang
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Virtual Teams ◽  
Virtual Organization ◽  
Critical Component ◽  
Show Evidence ◽  
The Difference

Knowledge sharing is a critical component for successful knowledge management. For multi-culture virtual teams, the difference of culture and the limitation of virtual organization make it especially harder for knowledge-sharing management. This chapter addresses the culture and structure for knowledge sharing in virtual teams. Then, the case of Asian virtual teams is studied to show evidence for the established model. Discussion focuses on managing conflict and maximizing contribution.

Varieties of Virtual Organizations and their Knowledge Sharing Systems

Virtual Teams ◽  
2011 ◽  
pp. 186-119 ◽  
Author(s):  
Andrea Hornett
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Knowledge Sharing ◽  
Virtual Teams ◽  
Virtual Work ◽  
Empirical Work ◽  
Project Teams ◽  
Management Styles ◽  
Team Leaders ◽  
Unrealistic Expectations

Provided in this chapter is an analysis of the differences between virtual teams and communities of practice. The chapter links two growing phenomena: virtual organizing and knowledge sharing (knowledge management), based on empirical work from both fields of research. By integrating various types of virtual organizing with corresponding knowledge-sharing systems, the author provides a framework that virtual team leaders, members, and consultants can use to improve management of virtual endeavors. This chapter suggests that calling nearly everything a “Community of Practice” creates unrealistic expectations for spontaneous organizing and knowledge sharing. Indeed, the managers of Virtual Project Teams have organizing challenges that are very different from stewards of Communities of Practice. Practitioners struggling with “one-size-fits-all” prescriptions for virtual work or knowledge management can use this chapter’s three generalized types to develop communications and management styles appropriate for the unique cultures found in each of the various combinations of virtual organizing and knowledge sharing.

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