Table Of ContentBUSINESS MANAGEMENT L SECOND
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“… focuses on the most important features of modern-day knowledge t
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management, and so is very much a new edition of the handbook compared Management
to the 1999 edition, not just a retread ... . The examples come from several
countries and include not-for-profit organizations. This will be just what
international business school classes need.” Handbook
—Professor John S. Edwards, Executive Dean, Aston Business School, UK
Collaboration and Social Networking
Recent research shows that collaboration and social networking foster
knowledge sharing and innovation by sparking new connections, ideas, and
practices. Yet these informal networks are often misunderstood and poorly
managed. Building on the groundbreaking, bestselling first edition, Knowledge
Management Handbook: Collaboration and Social Networking, Second
Edition focuses on two key elements in knowledge management: collaboration
and social networking.
Jay Liebowitz, one of the top knowledge management authorities in the world,
brings together 15 chapters by researchers and practitioners who are among
the leaders in their fields. They present numerous applications, concepts,
techniques, methodologies, issues, and trends related to collaboration and social
networking in a knowledge management context. They also point out areas
that need more work, such as how to measure the impact of knowledge-sharing
efforts in terms of innovation, profits, and customer perceptions.
Packed with case studies, this handbook explores how you can share
knowledge, make connections, and generate new ideas through collaboration
and interaction. It is a valuable reference and classroom text for those
engaged in knowledge management, particularly from a collaboration and
social networking perspective.
K13618
Edited by
Jay Liebowitz
K13618_Cover_mech.indd 1 5/21/12 12:35 PM
Second
edition
Knowledge
Management
Handbook
Collaboration and Social Networking
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Second
edition
Knowledge
Management
Handbook
Collaboration and Social Networking
Edited by
Jay Liebowitz
Boca Raton London New York
CRC Press is an imprint of the
Taylor & Francis Group, an informa business
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© 2012 by Taylor & Francis Group, LLC
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Contents
Preface ...................................................................................................vii
The Editor ..............................................................................................xi
Contributors ........................................................................................xiii
Chapter 1 Collaboration and Social Networking: The Keys to
Knowledge Management—Introductory Thoughts .........1
Jay Liebowitz
Chapter 2 Knowledge and Collaboration in Multihub
Networks: Orchestration Processes among Clinical
Commissioning Groups (CCGs) in the United
Kingdom ...........................................................................11
Celine Miani, Markos Zachariadis, Eivor Oborn, and
Michael Barrett
Chapter 3 Religious Communities of Practice and Knowledge
Management—The Potential for Cross-Domain
Learning ............................................................................29
Denise A.D. Bedford
Chapter 4 Cross-Cultural Technology-Mediated Collaboration:
Case Study of Oxfam Quebec and Peru ...........................47
Kimiz Dalkir
Chapter 5 Enabling Knowledge Exchange to Improve Health
Outcomes through a Multipartner Global Health
Program ............................................................................63
Theresa C. Norton
Chapter 6 Emperor: A Method for Collaborative Experience
Management .....................................................................89
Ulrike Becker-Kornstaedt and Forrest Shull
v
vi • Contents
Chapter 7 Real-Time Knowledge Management: Providing the
Knowledge Just-In-Time ................................................109
Moria Levy
Chapter 8 Building Vertical and Horizontal Networks to
Support Organizational Business ..................................129
Maureen Hammer and Katherine Clark
Chapter 9 Social Network Analysis: A Pharmaceutical Sales
and Marketing Application ...........................................151
Molly Jackson, Doug Wise, and Myra Norton
Chapter 10 Collaborating Using Social Networking at
Price Modern ..................................................................169
Gloria Phillips-Wren and Louise Humphreys
Chapter 11 Visual Knowledge Networks Analytics ........................187
Florian Windhager, Michael Smuc, Lukas Zenk, Paolo
Federico, Jürgen Pfeffer, Wolfgang Aigner, and Silvia Miksch
Chapter 12 A Framework for Fostering Multidisciplinary
Research Collaboration and Scientific Networking
within University Environs ...........................................207
Francisco J. Cantú and Héctor G. Ceballos
Chapter 13 Knowledge Management and Collaboration:
Big Budget Results in a Low Budget World ..................219
Andrew Campbell and Melvin Brown II
Chapter 14 T ATA Chemicals—Knowledge Management
Case Study ......................................................................235
B. Sudhakar and Devsen Kruthiventi
Chapter 15 Knowledge-Enabled High-Performing Teams
of Leaders ........................................................................253
Bradley Hilton and Michael Prevou
Index ....................................................................................................301
Preface
So, after having the first-ever Knowledge Management Handbook published
back in 1999, why is there now, after these long awaited years, a second edi-
tion that focuses on collaboration and social networking? The question about
having a second edition of the Knowledge Management Handbook after so
many years have passed certainly resonated in my own mind. Certainly,
other excellent handbooks on knowledge management (KM) have been
published over the ensuing years. However, because organizations are gain-
ing traction via KM through collaboration and social networking, I thought
it may be worthwhile to assemble some leading cases and chapters world-
wide that focus strictly on these two areas of greatest KM impact.
This edition of the Knowledge Management Handbook tries to accom-
plish this task to further complement the existing references and sources
in the KM literature.
The research shows that collaboration and social networking foster
knowledge sharing and innovation. Through the use of online commu-
nities of practice, for example, collaboration and knowledge sharing are
activated to catalyze new connections, ideas, and practices. Social and
organizational network analysis shows that the relationships established
outside one’s own area (“weak ties”) are where the innovation often occurs.
Through knowledge management, the hope is that further collaboration
and social networking will result in increasing innovation.
Already, the recent literature points to innovation resulting from knowl-
edge sharing initiatives. In Yang’s [1] work on the effect of KM on product
innovation, it was shown that internal knowledge sharing and exter-
nal knowledge acquisition positively complement product innovation.
Kianto’s [2] study of 54 small and medium-sized organizations from vari-
ous industries found that knowledge sharing and knowledge acquisition
are enablers of continuous innovation. They also showed that knowledge
sharing practices among colleagues are the most significant predictor of
self-rated continuous innovation [2]. Cross et al. [3] showed that “ener-
gizing” employees helps to drive innovation. Wang and Wang [4] found
that explicit knowledge sharing has more significant effects on innovation
speed and performance, while tacit knowledge sharing has more signifi-
cant effects on innovation quality and operational performance.
vii
viii • Preface
In organizations, as shown throughout this handbook, knowledge man-
agement initiatives produced positive results. For example, Tata Chemicals
Ltd. in India [5] demonstrated the benefits of their KM efforts by linking
KM to more innovation (increased number of patents), improved qual-
ity (more process conscious), improved problem solving (competency
improvement), and improved productivity (from 2010 to 2012, expected
savings from KM efforts should be $2.35 million). The average number of
visits in their KM portal per month in 2010 to 2011 was 197,250.
Even though the research shows various benefits of using knowledge
management, there are still skeptics of what it can offer. Certainly, more
work is needed in developing outcome metrics to measure the value of
these knowledge sharing efforts to the organization’s strategies, goals, and
objectives. Even when we look at collaboration and social networking, the
Katzenbach Partners [6] (who joined Booz & Company) point out that the
informal organization is often misunderstood and poorly managed. Thus,
this handbook serves to provide further evidence and examples of how col-
laboration and social networking can be better understood for organiza-
tional gain, and also points out some areas the KM community needs to
further address.
There are many people to thank for making this second edition of the
Knowledge Management Handbook possible. First, without constant insis-
tence from my publisher, Nora Konopka, with CRC Press, this second edi-
tion would never have been possible. Nora felt strongly that there was a
home and need for this second edition, and I hope that we are able to serve
the broader KM community by focusing on the themes of collaboration
and social networking. I greatly appreciate the excellent work of the CRC
Press publishing staff. Second, I need to thank the wonderful contributors
of the chapters and cases in this handbook. They are among the leaders
worldwide in their field, so we are very pleased to be able to highlight their
work. Third, I thank my wife, Janet, and my family for their great encour-
agement and s upport. And finally, I would like to thank my students and
colleagues at the University of Maryland University College, as well as my
outside professional contacts, for helping me provide a solid foundation
for encouraging research and scholarship.
Well, as I told our sons, Jason and Kenny, growing up, “Have fun, learn
a lot, get an A!” We hope you enjoy this volume!
Jay Liebowitz, D.Sc.
Washington, DC
Preface • ix
RefeRences
1. Yang, D. (2011), The effect of knowledge management on product innovation—
Evidence from the Chinese software outsourcing vendors, iBusiness Journal, Vol. 3,
Scientific Research.
2. Kianto, A. (2011), The influence of knowledge management on continuous innova-
tion, International Journal of Technology Management, Vol. 55, No. 1/2.
3. Cross, R., J. Linder, and A. Parker (2006), Charged Up Managing the Energy That
Drives Innovation, Network Roundtable White Paper, University of Virginia,
Charlottesville.
4. Wang, Z., and N. Wang (2011), Knowledge sharing, innovation, and firm perfor-
mance, Submitted to the Expert Systems with Applications: An International Journal.
5. Kruthiventi, D., and B. Sudhakar (2011), “Insight to Intelligence to Innovation—KM
Journey at TCL,” APQC Knowledge Management 2011 Conference, Houston, TX.
6. Katzenbach, J., and Z. Khan (2009), Leading Outside the Lines: How to Mobilize the
(in)Formal Organization, Jossey-Bass, Hoboken, NJ.
