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Social Networking: The People Side of KM Dr. Jay Liebowitz Professor Graduate Division of Business and Management Johns Hopkins University [email_address] 301-315-2893
Human Capital Challenges in the United States (V. Soni, IPMA-HR News, August 2006) ,[object Object],[object Object]
Human Capital Issues in Slovenia ,[object Object],[object Object],[object Object]
What Can Be Done? ,[object Object],[object Object],[object Object],[object Object]
4 Pillars of a Human Capital Strategy KM C M P M C G M Human Capital
Social Networks: Collaboration & Knowledge Sharing “How to Build Your Network” B. Uzzi and S. Dunlap,  Harvard Business Review ,  ,[object Object],[object Object],[object Object]
“ The Effect of Network Size on Intra-Network Knowledge Processes” D. Hislop,  KM Research & Practice Journal ,[object Object]
Harnessing Knowledge Dynamics M. Nissen, IRM Press, 2006 ,[object Object]
The Hidden Power of Social Networks (Cross and Parker, 2004) ,[object Object],[object Object],[object Object],[object Object]
A Couple of Cases
Case 1: Examination of Raw Data ,[object Object],[object Object],[object Object],[object Object]
Social Network Analysis Schematic Employee Adjacency – Advice Communication Matrix Employee Communication Measures Employee Attributes Advice Communications
Social Network Analysis Schematic Employee ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Adjacency – Advice Communication Matrix Employee
Knowledge Types K of “why” business opportunities reduce cost and other strategic decisions Strategic K of “who” has information Relationship K of “how” the business works Process K of non-work related questions General K of “how” networks and systems work Expert Process K of “what” applications Context
Social Network Analysis Schematic Employee ,[object Object],[object Object],[object Object],[object Object],Adjacency – Advice Communication Matrix Employee
Social Network Analysis Schematic Employee Adjacency – Advice Communication Matrix Employee ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Is there much inter-departmental communication? ,[object Object],[object Object],[object Object],[object Object],[object Object]
 
 
Is the organization well connected among the employees and the managers, directors and executives? ,[object Object],[object Object],[object Object]
Are the junior employees interacting with the senior employees? ,[object Object],[object Object],[object Object],[object Object]
 
 
 
 
 
 
Are the directors and executives in the “Power” positions centrally located? ,[object Object],[object Object],[object Object],[object Object]
 
 
 
 
 
 
Are there more isolates, transmitters, receivers or carriers in the organization? ,[object Object],[object Object],[object Object]
Node Types by Area 38 151 113 396 Strategic 38 121 94 445 Relation 37 109 110 442 Process 42 162 118 378 General 40 171 126 361 Exp. Pr 46 190 133 329 Context Carrier Receiver Transmitter Isolate K Area
How can communication and collaboration be improved? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Organizational & Individual Constraints (Q.25,26,27) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
KM-Related Recommendations Based on SNA, Q25,26,and 27 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Case 2: Staff for General Advice Questions
Junior-Senior Staff Relationships
Institutional Knowledge (Individual)
Subject Matter Expertise (Department)
General Comments ,[object Object],[object Object],[object Object]
We Need ,[object Object],[object Object],[object Object],[object Object],[object Object]
Other (Personal) References ,[object Object],[object Object],[object Object],[object Object]
Questions  and Answers THANK YOU!! HVALA!!

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mic06-jay-prezentacija

  • 1. Social Networking: The People Side of KM Dr. Jay Liebowitz Professor Graduate Division of Business and Management Johns Hopkins University [email_address] 301-315-2893
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  • 5. 4 Pillars of a Human Capital Strategy KM C M P M C G M Human Capital
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  • 10. A Couple of Cases
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  • 12. Social Network Analysis Schematic Employee Adjacency – Advice Communication Matrix Employee Communication Measures Employee Attributes Advice Communications
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  • 14. Knowledge Types K of “why” business opportunities reduce cost and other strategic decisions Strategic K of “who” has information Relationship K of “how” the business works Process K of non-work related questions General K of “how” networks and systems work Expert Process K of “what” applications Context
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  • 36. Node Types by Area 38 151 113 396 Strategic 38 121 94 445 Relation 37 109 110 442 Process 42 162 118 378 General 40 171 126 361 Exp. Pr 46 190 133 329 Context Carrier Receiver Transmitter Isolate K Area
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  • 40. Case 2: Staff for General Advice Questions
  • 43. Subject Matter Expertise (Department)
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  • 47. Questions and Answers THANK YOU!! HVALA!!