Chapter

Making Invisible Work Visible: Using Social Network Analysis to Support Strategic Collaboration

ROB CROSS, STEPHEN P. BORGATTI and ANDREW PARKER

Edited by Laurence Prusak

in Creating Value with Knowledge

Published in print January 2004 | ISBN: 9780195165128
Published online October 2005 | e-ISBN: 9780199835751 | DOI: http://dx.doi.org/10.1093/0195165128.003.0006
 Making Invisible Work Visible: Using Social Network Analysis to Support Strategic Collaboration

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This chapter examines how social network analysis can be used as a diagnostic technique for better understanding myriad organizational challenges, ranging from improving communication between functional organizations to identifying key knowledge-sharing roles and responsibilities. A research program is described that aims to determine how organizations can better support work occurring in informal networks of employees. Working with a consortium of Fortune 500 companies and government agencies, collaboration and work in over forty informal networks from twenty-three different organizations was assessed. In all cases, the networks studied provided strategic and operational value to the embedding organization by enabling employees to effectively collaborate and integrate disparate expertise.

Keywords: information networks; social network analysis; organizational communication; knowledge-sharing

Chapter.  9084 words.  Illustrated.

Subjects: Financial Markets

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