The impact of informal networks on knowledge management strategy
Jewels, Tony J., Underwood, Alan D., & de Pablos Heredero, Carmen (2003) The impact of informal networks on knowledge management strategy. In European Conference on Information Systems, 19-21 June, Naples, Italy.
The application of a knowledge management strategy does not take place in a vacuum. Successfully meeting objectives of a knowledge management strategy may depend notonly on the efficacy of the strategy itself or of the team that is responsible for its implementation, but also on the environment into which it is being introduced. Research carried out with an application service provider (ASP) indicates that existing informalcommunication networks will continue to operate independently of any formal strategyintroduced. The significance of informal knowledge sharing activity may be in its incompatibility, or possible conflict, with any formal structures that are introduced. Thesuccess of any formally instigated knowledge management strategy might thereforedepend on an understanding of the existence and nature of already active informalknowledge sharing structures. It is important for management to recognise the existenceof such informal networks and to understand how they might affect the success of anyformally introduced knowledge management strategy. In this paper the existence and reasons for informal networks, and their subsequent effects on formal knowledge sharingpolicy is examined.
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|Item Type:||Conference Paper|
|Additional Information:||The contents of this paper can be freely accessed online via the conferences' web page (see link).|
|Subjects:||Australian and New Zealand Standard Research Classification > INFORMATION AND COMPUTING SCIENCES (080000) > INFORMATION SYSTEMS (080600) > Information Systems Organisation (080610)|
|Divisions:||Past > QUT Faculties & Divisions > Faculty of Science and Technology|
|Copyright Owner:||COpyright 2003 (the authors)|
|Deposited On:||30 Apr 2007|
|Last Modified:||11 Aug 2011 04:42|
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