Trailing organizational knowledge paths through social network lens: integrating the multiple industry cases
Purpose – This study aims at analyzing the features of knowledge flow and the role-specific nodes in knowledge networks among individuals and business units of six organizations in different industries, and suggesting prescriptions to prevent the organizational knowledge sclerosis. Design/methodolog...
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Veröffentlicht in: | Journal of knowledge management 2014-01, Vol.18 (1), p.38-51 |
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container_title | Journal of knowledge management |
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creator | Kim, Young-Gul Sauk Hau, Yong Song, Seulki Ghim, Ghi-Hoon |
description | Purpose
– This study aims at analyzing the features of knowledge flow and the role-specific nodes in knowledge networks among individuals and business units of six organizations in different industries, and suggesting prescriptions to prevent the organizational knowledge sclerosis.
Design/methodology/approach
– This research conducts multiple case studies on the organizational knowledge paths of six companies in the multiple industries through social network analysis (SNA) tool developed by the authors of this paper.
Findings
– This study provides four major findings which shed a new light on how to comprehend the features of knowledge flow and the role-specific nodes in knowledge networks in organizations: the within-business unit knowledge flows are more dominant over the inter-business units knowledge flow; the downward knowledge flows are dominant over the horizontal and upward knowledge flows in the management levels; distributions of knowledge owners and providers are like L-shape and the gap between knowledge owing and providing expands as the management levels go up; and the top 20 percent people in an organization dominate over a large portion of the knowledge brokerage activities.
Research limitations/implications
– Cultural difference issue might arise because data collection was limited to Korean organizations. Therefore, the findings from this study needs to be cautiously interpreted considering the cultural difference/deeper understanding of the organizational knowledge paths through social network lens can make it possible for more context-specific KM strategies (e.g. suitable for a specific functional unit, management level, or industry type) to be identified and implemented.
Practical implications
– Managers can have a solid grasp about knowledge flows and knowledge node roles in their organization through social network analysis in order to facilitate the knowledge transfer and eliminate the knowledge link lapse in organizations.
Originality/value
– This study could be a stepping stone for further empirical research since it expanded the level of organizational knowledge network analysis from individual and team to inter-unit and inter-management level through the block modeling analysis of knowledge network. |
doi_str_mv | 10.1108/JKM-06-2013-0237 |
format | Article |
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– This study aims at analyzing the features of knowledge flow and the role-specific nodes in knowledge networks among individuals and business units of six organizations in different industries, and suggesting prescriptions to prevent the organizational knowledge sclerosis.
Design/methodology/approach
– This research conducts multiple case studies on the organizational knowledge paths of six companies in the multiple industries through social network analysis (SNA) tool developed by the authors of this paper.
Findings
– This study provides four major findings which shed a new light on how to comprehend the features of knowledge flow and the role-specific nodes in knowledge networks in organizations: the within-business unit knowledge flows are more dominant over the inter-business units knowledge flow; the downward knowledge flows are dominant over the horizontal and upward knowledge flows in the management levels; distributions of knowledge owners and providers are like L-shape and the gap between knowledge owing and providing expands as the management levels go up; and the top 20 percent people in an organization dominate over a large portion of the knowledge brokerage activities.
Research limitations/implications
– Cultural difference issue might arise because data collection was limited to Korean organizations. Therefore, the findings from this study needs to be cautiously interpreted considering the cultural difference/deeper understanding of the organizational knowledge paths through social network lens can make it possible for more context-specific KM strategies (e.g. suitable for a specific functional unit, management level, or industry type) to be identified and implemented.
Practical implications
– Managers can have a solid grasp about knowledge flows and knowledge node roles in their organization through social network analysis in order to facilitate the knowledge transfer and eliminate the knowledge link lapse in organizations.
Originality/value
– This study could be a stepping stone for further empirical research since it expanded the level of organizational knowledge network analysis from individual and team to inter-unit and inter-management level through the block modeling analysis of knowledge network.</description><identifier>ISSN: 1367-3270</identifier><identifier>EISSN: 1758-7484</identifier><identifier>DOI: 10.1108/JKM-06-2013-0237</identifier><language>eng</language><publisher>Kempston: Emerald Group Publishing Limited</publisher><subject>Analysis ; Case studies ; Friendly fire ; Information & knowledge management ; Knowledge management ; Lenses ; Literature reviews ; Management ; Networks ; Organizations ; Research methodology ; Response rates ; Sheds ; Social network analysis ; Social networks ; South Korea ; Studies</subject><ispartof>Journal of knowledge management, 2014-01, Vol.18 (1), p.38-51</ispartof><rights>Emerald Group Publishing Limited</rights><rights>Copyright Emerald Group Publishing Limited 2014</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c408t-694ee78e2b2fc8c9c26f16e78b4298456f3bf9f21ced711cf07d3102543303843</citedby><cites>FETCH-LOGICAL-c408t-694ee78e2b2fc8c9c26f16e78b4298456f3bf9f21ced711cf07d3102543303843</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://www.emerald.com/insight/content/doi/10.1108/JKM-06-2013-0237/full/pdf$$EPDF$$P50$$Gemerald$$H</linktopdf><linktohtml>$$Uhttps://www.emerald.com/insight/content/doi/10.1108/JKM-06-2013-0237/full/html$$EHTML$$P50$$Gemerald$$H</linktohtml><link.rule.ids>314,780,784,967,11635,21695,27924,27925,52686,52689,53244,53372</link.rule.ids></links><search><creatorcontrib>Kim, Young-Gul</creatorcontrib><creatorcontrib>Sauk Hau, Yong</creatorcontrib><creatorcontrib>Song, Seulki</creatorcontrib><creatorcontrib>Ghim, Ghi-Hoon</creatorcontrib><title>Trailing organizational knowledge paths through social network lens: integrating the multiple industry cases</title><title>Journal of knowledge management</title><description>Purpose
– This study aims at analyzing the features of knowledge flow and the role-specific nodes in knowledge networks among individuals and business units of six organizations in different industries, and suggesting prescriptions to prevent the organizational knowledge sclerosis.
Design/methodology/approach
– This research conducts multiple case studies on the organizational knowledge paths of six companies in the multiple industries through social network analysis (SNA) tool developed by the authors of this paper.
Findings
– This study provides four major findings which shed a new light on how to comprehend the features of knowledge flow and the role-specific nodes in knowledge networks in organizations: the within-business unit knowledge flows are more dominant over the inter-business units knowledge flow; the downward knowledge flows are dominant over the horizontal and upward knowledge flows in the management levels; distributions of knowledge owners and providers are like L-shape and the gap between knowledge owing and providing expands as the management levels go up; and the top 20 percent people in an organization dominate over a large portion of the knowledge brokerage activities.
Research limitations/implications
– Cultural difference issue might arise because data collection was limited to Korean organizations. Therefore, the findings from this study needs to be cautiously interpreted considering the cultural difference/deeper understanding of the organizational knowledge paths through social network lens can make it possible for more context-specific KM strategies (e.g. suitable for a specific functional unit, management level, or industry type) to be identified and implemented.
Practical implications
– Managers can have a solid grasp about knowledge flows and knowledge node roles in their organization through social network analysis in order to facilitate the knowledge transfer and eliminate the knowledge link lapse in organizations.
Originality/value
– This study could be a stepping stone for further empirical research since it expanded the level of organizational knowledge network analysis from individual and team to inter-unit and inter-management level through the block modeling analysis of knowledge network.</description><subject>Analysis</subject><subject>Case studies</subject><subject>Friendly fire</subject><subject>Information & knowledge management</subject><subject>Knowledge management</subject><subject>Lenses</subject><subject>Literature reviews</subject><subject>Management</subject><subject>Networks</subject><subject>Organizations</subject><subject>Research methodology</subject><subject>Response rates</subject><subject>Sheds</subject><subject>Social network analysis</subject><subject>Social networks</subject><subject>South Korea</subject><subject>Studies</subject><issn>1367-3270</issn><issn>1758-7484</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2014</creationdate><recordtype>article</recordtype><sourceid>ABUWG</sourceid><sourceid>AFKRA</sourceid><sourceid>AZQEC</sourceid><sourceid>BENPR</sourceid><sourceid>CCPQU</sourceid><sourceid>DWQXO</sourceid><sourceid>GNUQQ</sourceid><recordid>eNqNkT1PHDEQhlcoSJALPaUlmjQL44_1eukiFMgHiOaoLZ93ds_gW19sr07k18eno0mUgsojz_O-xTxVdU7hklJQVz9-PtQgawaU18B4e1Sd0rZRdSuU-FBmLtuasxZOqo8pPQNQ0Ql5WvllNM67aSQhjmZyv012YTKevExh57EfkWxNXieS1zHM45qkYF1ZT5h3Ib4Qj1O6Jm7KOMYSLT15jWQz--y2Hsuin1OOr8SahOlTdTwYn_Ds7V1UT7dflzff6vvHu-83X-5rK0DlWnYCsVXIVmywynaWyYHK8rMSrFOikQNfDd3AqMW-pdQO0PacAmsE58CV4Ivq86F3G8OvGVPWG5csem8mDHPStBG060Bw9Q60NEM5FS_oxT_oc5hjudWeAsWkUqopFBwoG0NKEQe9jW5j4qumoPemdDGlQeq9Kb03VSJXhwhuMBrf_y_xl1v-B0aQlRk</recordid><startdate>20140101</startdate><enddate>20140101</enddate><creator>Kim, Young-Gul</creator><creator>Sauk Hau, Yong</creator><creator>Song, Seulki</creator><creator>Ghim, Ghi-Hoon</creator><general>Emerald Group Publishing Limited</general><scope>AAYXX</scope><scope>CITATION</scope><scope>0U~</scope><scope>1-H</scope><scope>7TA</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>8FD</scope><scope>8FE</scope><scope>8FG</scope><scope>8FI</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>ALSLI</scope><scope>ARAPS</scope><scope>AZQEC</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>BGLVJ</scope><scope>CCPQU</scope><scope>CNYFK</scope><scope>DWQXO</scope><scope>E3H</scope><scope>F2A</scope><scope>FYUFA</scope><scope>F~G</scope><scope>GNUQQ</scope><scope>HCIFZ</scope><scope>JG9</scope><scope>K6~</scope><scope>K8~</scope><scope>L.-</scope><scope>L.0</scope><scope>M0C</scope><scope>M0T</scope><scope>M1O</scope><scope>M2M</scope><scope>P5Z</scope><scope>P62</scope><scope>PQBIZ</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>PSYQQ</scope><scope>Q9U</scope><scope>8BP</scope></search><sort><creationdate>20140101</creationdate><title>Trailing organizational knowledge paths through social network lens: integrating the multiple industry cases</title><author>Kim, Young-Gul ; Sauk Hau, Yong ; Song, Seulki ; Ghim, Ghi-Hoon</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c408t-694ee78e2b2fc8c9c26f16e78b4298456f3bf9f21ced711cf07d3102543303843</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2014</creationdate><topic>Analysis</topic><topic>Case studies</topic><topic>Friendly fire</topic><topic>Information & knowledge management</topic><topic>Knowledge management</topic><topic>Lenses</topic><topic>Literature reviews</topic><topic>Management</topic><topic>Networks</topic><topic>Organizations</topic><topic>Research methodology</topic><topic>Response rates</topic><topic>Sheds</topic><topic>Social network analysis</topic><topic>Social networks</topic><topic>South Korea</topic><topic>Studies</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Kim, Young-Gul</creatorcontrib><creatorcontrib>Sauk Hau, Yong</creatorcontrib><creatorcontrib>Song, Seulki</creatorcontrib><creatorcontrib>Ghim, Ghi-Hoon</creatorcontrib><collection>CrossRef</collection><collection>Global News & ABI/Inform Professional</collection><collection>Trade PRO</collection><collection>Materials Business File</collection><collection>Access via ABI/INFORM (ProQuest)</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>Technology Research Database</collection><collection>ProQuest SciTech Collection</collection><collection>ProQuest Technology Collection</collection><collection>Hospital Premium Collection</collection><collection>ProQuest Central (Alumni Edition)</collection><collection>ProQuest Central UK/Ireland</collection><collection>Social Science Premium Collection</collection><collection>Advanced Technologies & Aerospace Collection</collection><collection>ProQuest Central Essentials</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>Technology Collection</collection><collection>ProQuest One Community College</collection><collection>Library & Information Science Collection</collection><collection>ProQuest Central Korea</collection><collection>Library & Information Sciences Abstracts (LISA)</collection><collection>Library & Information Science Abstracts (LISA)</collection><collection>Health Research Premium Collection</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>ProQuest Central Student</collection><collection>SciTech Premium Collection</collection><collection>Materials Research Database</collection><collection>ProQuest Business Collection</collection><collection>DELNET Management Collection</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Professional Standard</collection><collection>ABI/INFORM Global</collection><collection>Healthcare Administration Database</collection><collection>Library Science Database</collection><collection>Psychology Database</collection><collection>Advanced Technologies & Aerospace Database</collection><collection>ProQuest Advanced Technologies & Aerospace Collection</collection><collection>ProQuest One Business</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest One Psychology</collection><collection>ProQuest Central Basic</collection><collection>Library & Information Sciences Abstracts (LISA) - CILIP Edition</collection><jtitle>Journal of knowledge management</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Kim, Young-Gul</au><au>Sauk Hau, Yong</au><au>Song, Seulki</au><au>Ghim, Ghi-Hoon</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Trailing organizational knowledge paths through social network lens: integrating the multiple industry cases</atitle><jtitle>Journal of knowledge management</jtitle><date>2014-01-01</date><risdate>2014</risdate><volume>18</volume><issue>1</issue><spage>38</spage><epage>51</epage><pages>38-51</pages><issn>1367-3270</issn><eissn>1758-7484</eissn><abstract>Purpose
– This study aims at analyzing the features of knowledge flow and the role-specific nodes in knowledge networks among individuals and business units of six organizations in different industries, and suggesting prescriptions to prevent the organizational knowledge sclerosis.
Design/methodology/approach
– This research conducts multiple case studies on the organizational knowledge paths of six companies in the multiple industries through social network analysis (SNA) tool developed by the authors of this paper.
Findings
– This study provides four major findings which shed a new light on how to comprehend the features of knowledge flow and the role-specific nodes in knowledge networks in organizations: the within-business unit knowledge flows are more dominant over the inter-business units knowledge flow; the downward knowledge flows are dominant over the horizontal and upward knowledge flows in the management levels; distributions of knowledge owners and providers are like L-shape and the gap between knowledge owing and providing expands as the management levels go up; and the top 20 percent people in an organization dominate over a large portion of the knowledge brokerage activities.
Research limitations/implications
– Cultural difference issue might arise because data collection was limited to Korean organizations. Therefore, the findings from this study needs to be cautiously interpreted considering the cultural difference/deeper understanding of the organizational knowledge paths through social network lens can make it possible for more context-specific KM strategies (e.g. suitable for a specific functional unit, management level, or industry type) to be identified and implemented.
Practical implications
– Managers can have a solid grasp about knowledge flows and knowledge node roles in their organization through social network analysis in order to facilitate the knowledge transfer and eliminate the knowledge link lapse in organizations.
Originality/value
– This study could be a stepping stone for further empirical research since it expanded the level of organizational knowledge network analysis from individual and team to inter-unit and inter-management level through the block modeling analysis of knowledge network.</abstract><cop>Kempston</cop><pub>Emerald Group Publishing Limited</pub><doi>10.1108/JKM-06-2013-0237</doi><tpages>14</tpages></addata></record> |
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source | Emerald A-Z Current Journals; Standard: Emerald eJournal Premier Collection |
subjects | Analysis Case studies Friendly fire Information & knowledge management Knowledge management Lenses Literature reviews Management Networks Organizations Research methodology Response rates Sheds Social network analysis Social networks South Korea Studies |
title | Trailing organizational knowledge paths through social network lens: integrating the multiple industry cases |
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