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

2011 ◽  
Author(s):  
Bonnie Wai-yi Cheuk
Keyword(s):  
Social Networking ◽  
Knowledge Sharing ◽  
British Council

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 An Empirical Study of the Relationship Between Social Networking Sites and Students’ Engagement in Higher Education

2018 ◽  
Vol 57 (5) ◽  
pp. 1131-1159 ◽  
Author(s):  
Felix N. Koranteng ◽  
Isaac Wiafe ◽  
Eric Kuada
Keyword(s):  
Higher Education ◽  
Social Networking ◽  
Knowledge Sharing ◽  
Social Networking Sites ◽  
Structural Equation ◽  
Social Capital Theory ◽  
Social Networking Site ◽  
Partial Least Square ◽  
Least Square ◽  
Equation Modeling

This article investigates how students’ online social networking relationships affect knowledge sharing and how the intensity of knowledge sharing enhances students’ engagement. It adopts the social capital theory as the basis for investigation, and the partial least square structural equation modeling was used to examine the hypothesized model. Responses from 586 students in higher education were analyzed. The findings provided empirical evidence which contradicts the argument that students perceive social networking sites as an effective tool for learning. Also, contrary to previous studies which posit that knowledge sharing impacts engagement, it was observed that there is no relationship between the two. However, as social networking sites differ in terms of member behavior norms, it is envisaged that if a similar study is conducted and limited to a specific academically inclined social networking site such as Academia.edu, ResearchGate, Mendeley, and so on, different findings may be observed.

The Role Of Social Networking Between Knowledge Donating And Productivity Among Service Sector Employees

2021 ◽  
Vol 3 (1) ◽  
pp. 1-21
Author(s):  
Sarah Khan ◽  
Dr. Nasir Mehmood
Keyword(s):  
Social Networking ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Service Sector ◽  
Business Environment ◽  
Vital Role ◽  
Mediating Role ◽  
Networking Technologies ◽  
The Impact

Purpose: The purpose of this study is to examine the direct impact of knowledge donating behaviour on employees’ productivity and an indirect effect through social networking technologies. Social networking technologies play a vital role in the growth and learning of individuals and organizations in today’s competitive business environment. Recently, advancement in social networking technologies has brought a paradigm shift in the overall business environment and specific operational requirements. This study aimed to investigate the role of social networking (SN) between knowledge donating behaviour (KD) and employees’ productivity (EP). Methodology: For this purpose, data were gathered from targeted respondents belonged to the Universities and Banks located in the Northern Punjab region of Pakistan. Structural Equation Modelling technique using the SmartPLS was carried to statistically analyse the responses. Findings: The results showed that the hypothesized relationship between knowledge sharing behaviour (KSB) and employee’s productivity was significant and positively related, while social networking played a significant mediating role between this relationship. Implications: The findings provided useful insight to the managers and policymakers for planning effective use of social networking technologies to craft knowledge sharing behaviour among employees to create efficiencies and intended outcomes. Originality: The study has uniquely focused merging phenomenon of knowledge sharing behaviour in the service sector of Pakistan, specifically among academic and financial sector by exploring the impact of social networking technologies and provide valuable future direction for researchers to further extend the underlined idea in the wake of current Covid-19 Pandemic.

Social Networking and Knowledge Sharing in Organizations

2019 ◽  
pp. 563-571 ◽  
Author(s):  
Sarabjot Kaur ◽  
Subhas Chandra Misra
Keyword(s):  
Social Networking ◽  
Knowledge Sharing ◽  
Organizational Context ◽  
Social Dynamics ◽  
Social Ties ◽  
Knowledge Sharing Behavior ◽  
Distributed Organizations ◽  
The Right ◽  
Sharing Behavior ◽  
Social Networking Tools

Knowledge sharing in organizational context is facilitated by communicative process affected by varied social dynamics. It can be a difficult process in case of distributed organizations as employees may not be aware of the right source of getting advice and expertise. In such a scenario, social networking tools provide the required functionality for such sharing and lead to better social ties among knowledge providers and seekers across the organization. The chapter brings out some factors that affect knowledge-sharing behavior in the context of organizations using social networking tools as a communicative media.

Open Collectivism and Knowledge Communities in Japan

2011 ◽  
pp. 1668-1671 ◽  
Author(s):  
Hideo Yamazaki
Keyword(s):  
Social Networking ◽  
Knowledge Sharing ◽  
Business Environment ◽  
Management Style ◽  
Management Styles ◽  
Knowledge Communities ◽  
Specific Approach ◽  
Japanese Management ◽  
Company Group ◽  
Japanese Companies

The aim of this article is to introduce an Eastern CoPs’ specific approach that is quite different from that of Western communities. In a collectivist prevalent societal type, the “sharing of feelings should come first, naturally followed by knowledge sharing” type of approach works very well even in a business environment. One of Japan’s traditional manufacturers has launched several interesting knowledge communities that are different from the accepted Western KM approach that emphasizes cost and effect straightforwardly. Their approach emphasized the generation of social networking on intranet first, and at a later stage, they proceeded to knowledge sharing through communities of practice. This “go slow to go fast” approach may look like one of the typical and traditional Japanese management styles. However, in this approach, the culture of this company group steadily changes from introverted and closed to extroverted and open. Their approach to build open and extroverted collectivism that is generated by knowledge communities could be one of the new management style prototypes of Japanese companies in the future.

Assessment of the Social Media in Knowledge Sharing

2020 ◽  
pp. 224-236
Author(s):  
P. K. Muthukumar
Keyword(s):  
Social Media ◽  
Social Networking ◽  
Knowledge Sharing ◽  
Potential Outcomes ◽  
Joint Effort ◽  
Web Based ◽  
The Social ◽  
The World ◽  
Explicit Consideration

Social media is never again an immaterial wonder; tools like Facebook, WhatsApp, LinkedIn, or YouTube have taken the world in a tempest. Social media has turned into a standard, changed individual connections, enabled people to add to number of issues, and produced new potential outcomes and difficulties to encourage joint effort. Associations have dire need of not just concentrating on advancement of new items and administrations, yet additionally giving explicit consideration to viable learning sharing, which is of indispensable significance for their success. The potential favourable position of grasping and executing web-based social networking is tremendous. Despite the fact that the enthusiasm for internet-based life is expanding, from one perspective information specialists and administrators are hanging tight to get engaged with this synergistic world, since they may not feel motivated or may not know about the benefits of utilizing these devices for work purposes.

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