Leveraging informal networks in knowledge management

Abstract

Purpose

The purpose of this paper is to trace and understand informal knowledge sharing networks for various competencies in project teams. This will help establish a baseline and thereby enable further knowledge management interventions to be outlined.

Design/methodology/approach

Two project teams were identified for this study. While one of the teams had a semi‐structured knowledge management system already in place, the other had not adopted any knowledge management practices. The knowledge network analysis was rolled out for both the teams for the competencies that they were working on. This was more of an exploratory study. The results are compared across both the teams and inferences are made on the knowledge networks for the teams.

Findings

The various measures involved in social network analysis can help from a knowledge management perspective to: identify experts; provide indicators to the extent of knowledge sharing for various competencies; and baseline current knowledge management practices in a team.

Research limitations/implications

This methodology would not be very feasible for large teams with more than 500 people.

Practical implications

This is a very useful diagnostic tool for managers to know more about the knowledge sharing dynamics in their teams. This may help them design interventions to build the capabilities of key team members along specific knowledge areas.

Originality/value

The paper provides indicators on the capability of the teams and their knowledge repositories based on the interactions between them.

Citation

Nirmala, M. and Vemuri, M. (2009), "Leveraging informal networks in knowledge management", Journal of Knowledge Management, Vol. 13 No. 3, pp. 146-156. https://doi.org/10.1108/13673270910962932