Knowing what we know: Supporting knowledge creation and sharing in social networks
Despite the ubiquity and increasing ease of access to vast stores of data, people still rely heavily on other people for information and problem solving. Executives must pay more attention to the sets of relationships that people rely on for these purposes. This article reports results from a resear...
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| Veröffentlicht in: | Organizational dynamics 2001-01, Vol.30 (2), p.100 |
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| container_issue | 2 |
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| container_title | Organizational dynamics |
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| creator | Cross, Rob Parker, Andrew Prusak, Laurence Borgatti, Stephen P |
| description | Despite the ubiquity and increasing ease of access to vast stores of data, people still rely heavily on other people for information and problem solving. Executives must pay more attention to the sets of relationships that people rely on for these purposes. This article reports results from a research program designed to help managers probe knowledge creation, sharing and learning in strategically important networks of employees. |
| doi_str_mv | 10.1016/S0090-2616(01)00046-8 |
| format | Article |
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| fulltext | fulltext |
| identifier | ISSN: 0090-2616 |
| ispartof | Organizational dynamics, 2001-01, Vol.30 (2), p.100 |
| issn | 0090-2616 1873-3530 |
| language | eng |
| recordid | cdi_proquest_journals_210568711 |
| source | Applied Social Sciences Index & Abstracts (ASSIA); ScienceDirect Journals (5 years ago - present); Business Source Complete |
| subjects | Business networking Knowledge management Organizational behavior Studies |
| title | Knowing what we know: Supporting knowledge creation and sharing in social networks |
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