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Managing organizational communities


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6 months research project under supervision of the Center For Management Research (CRM). Participative observation and qualitative techniques were used to build up a model drawing on knowledge management and social capital research.

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Managing organizational communities

  1. 1. Managing organizational communities Jean-Charles Pillet 17.10.2012 Connect with me!
  2. 2. Collaborative organization • Supportive of organic work to solve problems, brainstorm ideas and tackle new issues. • Achieved through technologies inspired from social media (ESN). • Characteristics of these technologies: visibility, frictionless, free-form, emerging, social. Currently under pilot in the company (500 members , 20 communities). All company members expected onboard by 2013.Introduction Question Exploration Model Conclusion Discussions
  3. 3. Key concepts • Knowledge is an asset embedded in the social system of the organization. • Communities are based on shared interest, cross the traditional organizational boundaries, relatively independent. • Digital public goods are collective pools of knowledge, non- rival, non-excludable. Knowledge exchange is a multilevel phenomenon.Introduction Question Exploration Model Conclusion Discussions
  4. 4. Researchquestion.
  5. 5. Research questions Motivational challenges Coordination challenges • What are the mechanisms that • Do online communities naturally drive members’ participation? coordinate or do they rely on the • How do people feel about organization to do so? publicly sharing their knowledge? • What is the role of the community • Are there business-specific leader in this process? factors that may hinder or • Are the coordination costs still enhance the provision of the relevant in the online context? collective pool of knowledge? « What factors stimulate public knowledge exchanges in organizational communities? »Introduction Question Exploration Model Conclusion Discussions
  6. 6. Exploration.
  7. 7. Two-steps exploration • Preliminary observations (unit level) – All communities engage in knowledge exchange activities (documents, comments and blogs). – There are evidences of public goods dynamics within the communities. (eg. critical mass). – The communities are heterogeneous in regards to their characteristics and outcomes. • Qualitative pre-study (individual level) – Sample of 8 users + 1 expert – Three topics (adoption, participation, benefits) – 3-steps coding (23 codes in 5 categories)Introduction Question Exploration Model Conclusion Discussions
  8. 8. Occurrence of codes (indicative) 35 Probe count Prompt count 30 25 20 15 10 5 0Introduction Question Exploration Model Conclusion Discussions
  9. 9. Modeldevelopment.
  10. 10. What factors stimulate public knowledge exchange in organizational communities? Relational Actualization capital opportunities Trust Self- actualization Identification Collective knowledge Norms exchange Perceived Professional- Obligation actualizationIntroduction Question Exploration Model Conclusion Discussion
  11. 11. Conceptualization Relational Actualization capital opportunities • Some communities provide • Collective trust is relevant opportunities for their because knowledge is a members to fulfill their ressource. universal needs of relatedness, competence • Identification is mostly and autonomy by based on the status of the participating their group (ie. pride). community. • Three norms conducive Collective of knowledge exchange knowledge processes were identified: exchange transparency, informal communication, tolerance. • Some communities will • The concept of perceived provide a strong career obligation to reciprocate support to their members overlaps with the norm of through network expansion reciprocity. and/or image enhancement.Introduction Question Exploration Model Conclusion Discussion
  12. 12. Conclusion and Prospects.
  13. 13. Discussion.