By Jay Liebowitz
Recent learn indicates that collaboration and social networking foster wisdom sharing and innovation through sparking new connections, rules, and practices. but those casual networks are usually misunderstood and poorly controlled. development at the groundbreaking, bestselling first version, Knowledge administration instruction manual: Collaboration and Social Networking, moment variation focuses on key components in wisdom administration: collaboration and social networking.
To Innovate, attach the People
Jay Liebowitz, one of many most sensible wisdom administration professionals on the planet, brings jointly 15 articles via researchers and practitioners who're one of the leaders of their fields. They current various purposes, options, options, methodologies, matters, and tendencies regarding collaboration and social networking in a data administration context. in addition they indicate components that want extra paintings, similar to find out how to degree the impression of knowledge-sharing efforts when it comes to innovation, earnings, and purchaser perceptions.
What are you able to examine out of your casual Organization?
Packed with case reviews, this instruction manual explores how one can proportion wisdom, make connections, and generate new rules via collaboration and interplay. it's a important reference and lecture room textual content for these engaged in wisdom administration, rather from a collaboration and social networking point of view.
Read or Download Knowledge Management Handbook: Collaboration and Social Networking, Second Edition PDF
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Extra resources for Knowledge Management Handbook: Collaboration and Social Networking, Second Edition
In the current transition toward CCG and a new commissioning structure, effective leadership and an appropriate structure are needed in a network-centric innovation setting. The network and innovation orchestrators are critical in the success or failure of a CCG in taking over commissioning duties. The effectiveness of the network and the innovation output will depend on their commitment as well as the intensity of their ties with colleagues, partners, and stakeholders. These ties in turn are needed to facilitate the mobility of knowledge for collaborative leadership involving a range of possible incentive schemes for engagement in the reform and to reward proactive orchestrators financially, politically, and through in-kind mechanisms.
NetwoRK management stRategIes and pRactIces Even though discussing the validity of the reorganization is not our goal, we explore the influence of knowledge and networks on the innovation outcome. In a transition, hierarchies change and collaborations are threatened or reinforced; thus the dynamics of the relationships can alter significantly. This fact, combined with the urgent requirement of creating new and efficient organizations, means that CCG groups need to develop orchestration skills to manage knowledge flows, innovation coherence, network membership, and network stability.
To the extent that community members continue to derive value from a community of practice and find meaning in its existence, the community will continue to exist—not just over months and years but decades and centuries in some cases. Healthy and sustainable communities of practice may have short or long life cycles. The life span of a community of practice is determined largely by the value that the community members derive from it. As long as the community offers value, as long as there are community members participating, and as long as practice continues to develop, the community will survive.
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