This document summarizes a research project examining whether organizations can benefit from using social networking websites to build knowledge-sharing relationships. The project included a literature review on social networking, knowledge sharing, and using technology for communication. Focus groups were also conducted with professionals to discuss their use of various networking methods and the perceived benefits and pitfalls of using social media professionally. The focus groups found that while social networks offer potential benefits, risks of networking publicly and blurring personal and professional boundaries outweigh those benefits for most participants.
This document discusses the role of information technology (IT) in education. It suggests that IT can be used for automation, informing, and transformation. IT can automate administrative tasks, inform students and teachers through data and analytics, and transform education through personalized learning, new roles, and rethinking traditional systems. The document argues that the true impact of IT is in blurring boundaries and changing the scale, scope, and nature of education to promote lifelong learning.
biochemistry. Finally, I contribute to the research effort of the
Wayne Greene joined Murdoch University in 1998. He currently School of Biomedical Sciences by supervising honours and
serves as the Academic Chair of the Biomedical Science postgraduate students. My roles aim to enhance the student
course, where he plays a strategic role and provides support experience and research output of the School and University.
to students. He also teaches molecular genetics and
biochemistry. Greene contributes to research as well by
supervising student projects. His roles enhance the student
experience and research at the university.
2013 Women of Innovation Awards Dinner ProgramPaige Rasid
This event recognizes women in the workforce who are leaders in technology, science and engineering. Also honored are high school and college students for research and academic accomplishments.
This document provides an introduction to the Building Caring Communities workbook. It defines Building Caring Communities as a process that uses a strengths-based and community-based approach to improve community well-being and individual health. The process is based on four key principles: prevention, determinants of health, strengths-based approach, and community-based approach. It emphasizes identifying community strengths, engaging community members, and taking action to strengthen factors known to promote health and well-being. The workbook is intended to guide communities through the Building Caring Communities process and improve their understanding of population health and community development concepts.
The document summarizes various networks within the Association of Colleges (AoC) London Region. It lists the name of each network, how often they meet per year, who chairs each network, what past agenda items have been, and the primary contacts within the AoC. Some of the key networks discussed include the AoC London Regional Committee, Regional Forum, Principals' Forum, and networks focused on marketing, finance, business development, and governance.
This document discusses different methods for measuring social media return on investment (ROI) and their pros and cons. It begins with an overview of basic social media metrics like followers, engagement, and sentiment. Direct attribution, which assigns all value from a social media interaction to a single touchpoint, is described as an oversimplification. Neural network modeling is presented as a more advanced technique that considers hundreds of variables to determine the full influence of social media alongside other factors. The document concludes by introducing a proprietary social media analytics tool called SNAP.
BDPA's initial partnership with ITEC, an IT industry conference, was a huge success. The BDPA booth was professionally done and well received, attracting new members and support. They held a well-attended seminar on career trends. The partnership helped gain recognition for BDPA in the local IT community.
This document discusses the role of information technology (IT) in education. It suggests that IT can be used for automation, informing, and transformation. IT can automate administrative tasks, inform students and teachers through data and analytics, and transform education through personalized learning, new roles, and rethinking traditional systems. The document argues that the true impact of IT is in blurring boundaries and changing the scale, scope, and nature of education to promote lifelong learning.
biochemistry. Finally, I contribute to the research effort of the
Wayne Greene joined Murdoch University in 1998. He currently School of Biomedical Sciences by supervising honours and
serves as the Academic Chair of the Biomedical Science postgraduate students. My roles aim to enhance the student
course, where he plays a strategic role and provides support experience and research output of the School and University.
to students. He also teaches molecular genetics and
biochemistry. Greene contributes to research as well by
supervising student projects. His roles enhance the student
experience and research at the university.
2013 Women of Innovation Awards Dinner ProgramPaige Rasid
This event recognizes women in the workforce who are leaders in technology, science and engineering. Also honored are high school and college students for research and academic accomplishments.
This document provides an introduction to the Building Caring Communities workbook. It defines Building Caring Communities as a process that uses a strengths-based and community-based approach to improve community well-being and individual health. The process is based on four key principles: prevention, determinants of health, strengths-based approach, and community-based approach. It emphasizes identifying community strengths, engaging community members, and taking action to strengthen factors known to promote health and well-being. The workbook is intended to guide communities through the Building Caring Communities process and improve their understanding of population health and community development concepts.
The document summarizes various networks within the Association of Colleges (AoC) London Region. It lists the name of each network, how often they meet per year, who chairs each network, what past agenda items have been, and the primary contacts within the AoC. Some of the key networks discussed include the AoC London Regional Committee, Regional Forum, Principals' Forum, and networks focused on marketing, finance, business development, and governance.
This document discusses different methods for measuring social media return on investment (ROI) and their pros and cons. It begins with an overview of basic social media metrics like followers, engagement, and sentiment. Direct attribution, which assigns all value from a social media interaction to a single touchpoint, is described as an oversimplification. Neural network modeling is presented as a more advanced technique that considers hundreds of variables to determine the full influence of social media alongside other factors. The document concludes by introducing a proprietary social media analytics tool called SNAP.
BDPA's initial partnership with ITEC, an IT industry conference, was a huge success. The BDPA booth was professionally done and well received, attracting new members and support. They held a well-attended seminar on career trends. The partnership helped gain recognition for BDPA in the local IT community.
This document discusses the challenges posed by email, including the relentless growth in email volume and size of personal email records. It notes that email overuse is impacting user effectiveness and productivity. The constant interruptions from email cause stress and can reduce morale and health. While email is a phenomenal technology, its problems are reducing its usefulness unless users can take back control through an effective personal workflow management system. Existing email training methods have not adequately addressed the problem.
The document lists potential stakeholder groups for focus areas of an Environmental Efficiency & Conservation Plan, including building energy efficiency, clean and renewable energy sources, reduction of waste and pollution, transportation and land use alternatives, and green workforce/business incentives and energy education/outreach. Stakeholder groups are identified for each focus area and include organizations, businesses, government agencies, educational institutions, and community groups that could contribute to or be impacted by initiatives in those areas.
British Safety Council featured article (January 2011 issue) for NESHEP/EMSS; Exploring the excellent work of the Partnership and its 80+ member organisations...
This document provides information about the Oklahoma Education Association's budget committee and budget process. It lists the members of the budget committee and executive staff. It then outlines the budget process, including opportunities for member input, and when the budget will be presented, adopted, and implemented. Pie charts show the projected budget expenditures by category. The document concludes by providing contact information for the budget committee chairperson.
The document summarizes a meeting organized by the Society of Manufacturing Engineers (SME) Chapter 248 to discuss STEM education and workforce development in the Inland Northwest region. Representatives from SME, schools, industry, and other local organizations discussed current educational initiatives to promote manufacturing careers to students. These include teaching teachers programs, career fairs, and developing lean curriculum for high schools. The group aims to better coordinate these efforts to address the shortage of skilled manufacturing labor by increasing student interest in these careers. Follow up discussions will explore how SME can support amplifying the impact of these existing programs through its resources.
There is a new paradigm shift in technology that was powerful enough to help Barack Obama get elected as President of the United States. That paradigm shift is called social networking.
This white paper has two purposes. First, it is to help you understand the fine points about social networking. In order to do that, I will use the recent Presidential election as an example.
Second, the purpose is to help organizations understand the most effective way to implement this new technology. Some attempts have failed because they did not do a good job of defining their goals or
The slideshow introduces the British Association and College of Occupational Therapists (BAOT/COT), the professional body and trade union for occupational therapists in the UK. It discusses the structure and roles of the BAOT and COT. The BAOT/COT sets educational requirements, standards for practice, and provides resources like professional indemnity and journals for members. Members can influence the organization through councils, boards, committees, and special interest sections. The slideshow provides information on decision making processes and resources available to members.
The document is a presentation about networking given by David Crimmin to the Brown Alumni Association. It discusses defining networking and its objectives, the three stages of networking (assessing, building, and maintaining a network), and tips for effective networking such as taking initiative, ensuring reciprocity, and demonstrating respect. The presentation provides networking resources and information on career coaching services offered by the Brown Alumni Association.
1. The document provides 10 suggestions for improving e-learning programs and courses.
2. The suggestions include providing online tutoring, ensuring accessibility for students with disabilities, sharing resources between institutions, surveying students for feedback, employing student mentors, using course quality rubrics, enhancing online student services, offering creative course options, providing scheduling flexibility, and addressing plagiarism as a teaching opportunity rather than punishment.
3. The author argues that online plagiarism detection services violate student intellectual property rights.
Course description for Optimice class on organizational network analysis (ONA) - the application of social network analysis (SNA) to business organizations.
The document discusses employee engagement and its importance for businesses. It outlines that the 20th century model focused on efficiency over engagement. There are four key enablers of engagement discussed: having a clear strategic narrative communicated consistently, engaging managers who treat employees as individuals, having employee voice throughout the organization, and ensuring organizational integrity where values are reflected in behaviors. The document also provides information on Engage for Success events and community groups to further the discussion on employee engagement.
Energizing Change Through Network Leadership 1225920401627479 8Guido Heijman
The document discusses how network leadership can energize change. It defines networks and explores how an individual's network position relates to power and performance. Network leadership involves overcoming forces for stability, gaining access to resources by building networks, leveraging diversity, fostering trust and communication, and continuously scanning the environment. Leaders must understand networks, communicate effectively, and develop relationships at all levels to energize change through network leadership.
Energizing Change Through Network LeadershipRobin Teigland
The document discusses how network leadership can energize change. It defines networks and explores how an individual's network position relates to power and performance. Network leadership involves overcoming forces for stability, gaining access to resources by building networks, leveraging diversity, fostering trust and communication, and continuously scanning the environment. Leaders must understand networks, communicate effectively, and develop relationships at all levels to energize change through network leadership.
There’s a massive difference between teams that rock and those that just don't. Not only do the teams that rock deliver some phenomenal, off-the-page results, they are a joy to work with and be part of. These teams act like magnets for more amazing people, deliver remarkable value for customers and inspire action in others.
This session explored the ideas beneath the Open Leader Method(TM), a unique leadership programme for leaders in IT.
Content Curation for Learning – Beyond the BasicsLearningCafe
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Enhancing Community Investment in Sustainable Energy Development in Ireland. ...Tipperary Energy Agency
This document discusses a community wind farm project in Templederry, Ireland. It summarizes the project's history from initial consultation in 1999 to grid connection in 2012. Key reasons for the project's success included the belief and determination of local investors, who persisted over technical and planning challenges. Support from local agencies also helped by providing expertise, funding, and aligning with the community-focused approach. For more community renewable projects to succeed, supports are needed that consider communities' financial and technical needs, as well as non-technical drivers like local leadership and trust-building.
Engaging employees in online communitiesbrightlemon
Fujitsu has had mixed success with traditional in-person communities but has recently pushed online communities enabled by an internal social platform. The purpose of communities is to connect people and content, improve collaboration, find and develop expertise, and give people a place to meet and share. Adoption is quicker for "good cause" communities around events like charity initiatives, while existing interest groups form communities soon after. Online communities can provide value when they engage members around a shared topic, but success depends on good facilitators and a focus on clear benefits for members. Early signs show increased engagement and changes to working practices, but widespread adoption will take more time.
1. Networks are the hidden social structures within organizations that facilitate the movement of information. They can accelerate or hinder organizational improvement efforts.
2. Understanding an organization's networks and leveraging critical connectors can help change initiatives succeed where formal structures and job titles fail.
3. Leaders can tap into networks to support change through techniques like understanding information flows, building networks for the specific change effort, and using informal leaders to promote the change. This helps spread new ideas faster and overcome resistance.
Building your social media infrastructureCraig Thomler
This document discusses the importance of building a social media infrastructure for organizations. It notes that 62% of Australians use social media and over 70% of Commonwealth agencies and politicians use social media. It then lists 63 reasons for having a social media presence, including attracting good staff, challenging the community to help solve problems, and seeking fast feedback on policy ideas. Key themes are identified as listening to audiences and seeking their feedback. The document defines social media infrastructure and presents an online infrastructure pyramid with various levels of social media strategy, policy, and guidelines for organizations to implement.
This document discusses the challenges posed by email, including the relentless growth in email volume and size of personal email records. It notes that email overuse is impacting user effectiveness and productivity. The constant interruptions from email cause stress and can reduce morale and health. While email is a phenomenal technology, its problems are reducing its usefulness unless users can take back control through an effective personal workflow management system. Existing email training methods have not adequately addressed the problem.
The document lists potential stakeholder groups for focus areas of an Environmental Efficiency & Conservation Plan, including building energy efficiency, clean and renewable energy sources, reduction of waste and pollution, transportation and land use alternatives, and green workforce/business incentives and energy education/outreach. Stakeholder groups are identified for each focus area and include organizations, businesses, government agencies, educational institutions, and community groups that could contribute to or be impacted by initiatives in those areas.
British Safety Council featured article (January 2011 issue) for NESHEP/EMSS; Exploring the excellent work of the Partnership and its 80+ member organisations...
This document provides information about the Oklahoma Education Association's budget committee and budget process. It lists the members of the budget committee and executive staff. It then outlines the budget process, including opportunities for member input, and when the budget will be presented, adopted, and implemented. Pie charts show the projected budget expenditures by category. The document concludes by providing contact information for the budget committee chairperson.
The document summarizes a meeting organized by the Society of Manufacturing Engineers (SME) Chapter 248 to discuss STEM education and workforce development in the Inland Northwest region. Representatives from SME, schools, industry, and other local organizations discussed current educational initiatives to promote manufacturing careers to students. These include teaching teachers programs, career fairs, and developing lean curriculum for high schools. The group aims to better coordinate these efforts to address the shortage of skilled manufacturing labor by increasing student interest in these careers. Follow up discussions will explore how SME can support amplifying the impact of these existing programs through its resources.
There is a new paradigm shift in technology that was powerful enough to help Barack Obama get elected as President of the United States. That paradigm shift is called social networking.
This white paper has two purposes. First, it is to help you understand the fine points about social networking. In order to do that, I will use the recent Presidential election as an example.
Second, the purpose is to help organizations understand the most effective way to implement this new technology. Some attempts have failed because they did not do a good job of defining their goals or
The slideshow introduces the British Association and College of Occupational Therapists (BAOT/COT), the professional body and trade union for occupational therapists in the UK. It discusses the structure and roles of the BAOT and COT. The BAOT/COT sets educational requirements, standards for practice, and provides resources like professional indemnity and journals for members. Members can influence the organization through councils, boards, committees, and special interest sections. The slideshow provides information on decision making processes and resources available to members.
The document is a presentation about networking given by David Crimmin to the Brown Alumni Association. It discusses defining networking and its objectives, the three stages of networking (assessing, building, and maintaining a network), and tips for effective networking such as taking initiative, ensuring reciprocity, and demonstrating respect. The presentation provides networking resources and information on career coaching services offered by the Brown Alumni Association.
1. The document provides 10 suggestions for improving e-learning programs and courses.
2. The suggestions include providing online tutoring, ensuring accessibility for students with disabilities, sharing resources between institutions, surveying students for feedback, employing student mentors, using course quality rubrics, enhancing online student services, offering creative course options, providing scheduling flexibility, and addressing plagiarism as a teaching opportunity rather than punishment.
3. The author argues that online plagiarism detection services violate student intellectual property rights.
Course description for Optimice class on organizational network analysis (ONA) - the application of social network analysis (SNA) to business organizations.
The document discusses employee engagement and its importance for businesses. It outlines that the 20th century model focused on efficiency over engagement. There are four key enablers of engagement discussed: having a clear strategic narrative communicated consistently, engaging managers who treat employees as individuals, having employee voice throughout the organization, and ensuring organizational integrity where values are reflected in behaviors. The document also provides information on Engage for Success events and community groups to further the discussion on employee engagement.
Energizing Change Through Network Leadership 1225920401627479 8Guido Heijman
The document discusses how network leadership can energize change. It defines networks and explores how an individual's network position relates to power and performance. Network leadership involves overcoming forces for stability, gaining access to resources by building networks, leveraging diversity, fostering trust and communication, and continuously scanning the environment. Leaders must understand networks, communicate effectively, and develop relationships at all levels to energize change through network leadership.
Energizing Change Through Network LeadershipRobin Teigland
The document discusses how network leadership can energize change. It defines networks and explores how an individual's network position relates to power and performance. Network leadership involves overcoming forces for stability, gaining access to resources by building networks, leveraging diversity, fostering trust and communication, and continuously scanning the environment. Leaders must understand networks, communicate effectively, and develop relationships at all levels to energize change through network leadership.
There’s a massive difference between teams that rock and those that just don't. Not only do the teams that rock deliver some phenomenal, off-the-page results, they are a joy to work with and be part of. These teams act like magnets for more amazing people, deliver remarkable value for customers and inspire action in others.
This session explored the ideas beneath the Open Leader Method(TM), a unique leadership programme for leaders in IT.
Content Curation for Learning – Beyond the BasicsLearningCafe
The document summarizes a content curation workshop held by LearningCafe on October 12th, 2017 in Sydney. It provides details on how to participate via Q&A or Twitter, and lists experienced panelists from various organizations. The workshop covered topics like best practices in content curation, introductions from panelists, and next steps for attending future LearningCafe events.
Enhancing Community Investment in Sustainable Energy Development in Ireland. ...Tipperary Energy Agency
This document discusses a community wind farm project in Templederry, Ireland. It summarizes the project's history from initial consultation in 1999 to grid connection in 2012. Key reasons for the project's success included the belief and determination of local investors, who persisted over technical and planning challenges. Support from local agencies also helped by providing expertise, funding, and aligning with the community-focused approach. For more community renewable projects to succeed, supports are needed that consider communities' financial and technical needs, as well as non-technical drivers like local leadership and trust-building.
Engaging employees in online communitiesbrightlemon
Fujitsu has had mixed success with traditional in-person communities but has recently pushed online communities enabled by an internal social platform. The purpose of communities is to connect people and content, improve collaboration, find and develop expertise, and give people a place to meet and share. Adoption is quicker for "good cause" communities around events like charity initiatives, while existing interest groups form communities soon after. Online communities can provide value when they engage members around a shared topic, but success depends on good facilitators and a focus on clear benefits for members. Early signs show increased engagement and changes to working practices, but widespread adoption will take more time.
1. Networks are the hidden social structures within organizations that facilitate the movement of information. They can accelerate or hinder organizational improvement efforts.
2. Understanding an organization's networks and leveraging critical connectors can help change initiatives succeed where formal structures and job titles fail.
3. Leaders can tap into networks to support change through techniques like understanding information flows, building networks for the specific change effort, and using informal leaders to promote the change. This helps spread new ideas faster and overcome resistance.
Building your social media infrastructureCraig Thomler
This document discusses the importance of building a social media infrastructure for organizations. It notes that 62% of Australians use social media and over 70% of Commonwealth agencies and politicians use social media. It then lists 63 reasons for having a social media presence, including attracting good staff, challenging the community to help solve problems, and seeking fast feedback on policy ideas. Key themes are identified as listening to audiences and seeking their feedback. The document defines social media infrastructure and presents an online infrastructure pyramid with various levels of social media strategy, policy, and guidelines for organizations to implement.
Building the Networked, Innovative OrganizationRobin Teigland
This document discusses building the networked, innovative organization. It begins with background on the topic and discusses building the networked, innovative organization. It then discusses moving forward at one's own organization. The document contains slides on various topics related to building a networked, innovative organization such as communities of practice, examples of innovative organizations like IBM, and designing innovation networks. The overall document provides information and strategies for building a networked, innovative organization.
This document discusses understanding and leveraging networks in multinational corporations to achieve high performance. It covers network basics like types of ties and central actors. It explores how networks relate to power and performance, and how leveraging external networks can benefit organizations. It provides examples of companies that successfully use networks, like HP and IBM. It emphasizes developing different types of networks, building relationships before needing them, and addressing challenges of leading global virtual teams.
Value Creation & the Evolution of Organizational Business ModelsPaul Di Gangi
This document discusses how business models are evolving due to changes in technology and society. It defines the business model as an organization's approach to creating and capturing value. Traditional closed models that keep knowledge internal are giving way to more open models that leverage both internal and external resources. The most collaborative model is the co-created model where organizations encourage knowledge sharing between internal and external stakeholders for mutual benefit. The document also discusses how information technology enables user-driven innovation and private-collective knowledge communities that blur organizational boundaries.
Web 2.0 Creating Value Through Social Networks And Virtual WorldsRobin Teigland
1. The document discusses social media and networks, their benefits for organizations, and challenges in leveraging them. It provides examples of how companies are using social media internally to connect employees, find expertise, and share knowledge.
2. Companies are also using virtual worlds and social networks to improve recruiting, collaboration for remote workers, and open innovation by connecting with external partners and communities.
3. While social media provides benefits like knowledge sharing and relationship building, challenges include ensuring diversity in networks and balancing organizational vs individual goals.
The learning and organisational development directors strategy meeting 2010 n...Andy Wooler
The document discusses how organizations lose knowledge as employees leave and retire over time. It estimates that over the next 5 years, approximately 50% of the current implicit knowledge held by employees will walk out the door and not return as around 2% of the workforce retires each year and an additional 11% leave voluntarily. It advocates using social software and online communities to better capture and share employees' knowledge so it remains within the organization even after they leave.
This document provides an introduction to Social Return on Investment (SROI) analysis. SROI is a framework for measuring and accounting for the broader social and environmental impacts of organizations, projects, or policies that go beyond financial impacts. The introduction outlines the six stages of SROI analysis: 1) establishing scope and identifying stakeholders, 2) mapping outcomes, 3) evidencing outcomes and valuing them, 4) establishing impact, 5) calculating the SROI, and 6) reporting, using, and embedding the results. It also discusses how SROI can help organizations improve services, attract investment, and make better decisions. SROI allows organizations to measure their social impacts in monetary terms to better understand and communicate their full value.
Slides from lecture by Paul DiGangi in the Strategy module in the 2011 Media Management Course at Stockholm School of Economics and the Royal Institute of Technology. Here is more information on the course: http://nordicworlds.net/2011/01/21/strategy-course-focuses-on-virtual-worlds-and-gaming-industries/.
Slides used in the WEBINAR - Data-driven Organizational Design to improve efficiency and productivity an AI powered technique held on Friday 14th January, 2022
Parallel Session 1.2 Creating a Positive Employee Experience in NHSScotlandNHSScotlandEvent
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This document provides an overview of the supply chain for developing natural gas from the Marcellus Shale formation. It begins with industry background, noting the large size of the Marcellus Shale and estimates of significant natural gas resources and job creation potential. It then outlines the major components of the supply chain, from leasing and permitting through extraction, processing, transportation, storage, distribution, and marketing. The document also examines macroeconomic demand for natural gas from electricity generation, industrial, commercial, residential, and transportation sectors. It analyzes supply chain needs including key supplier industries, selection criteria, and support programs. The aim is to provide information to help small businesses understand opportunities in the Marcellus Shale supply chain.
Similar to Celebrating connections social networking and knowledge sharing (20)
We are aware that factors such as quality of faculty, networking opportunities, potential to increase salary, personal development etc. are vital to you in selecting your MBA provider. We are therefore proud of the excellent results we have achieved in these areas. In the most recent Economist Intelligence Unit and Financial Times rankings of MBAs, the Henley MBA was ranked #1 in Potential to Network, # 1 in Student Quality, #1 in Breadth of Alumni Networks, #2 for Post MBA Salary, and #3 for Increase in Salary. This places the Henley MBA amongst the best in the world.
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This document summarizes a research project examining whether organizations can benefit from using social networking websites to build knowledge-sharing relationships. The researchers conducted a literature review on social networking, knowledge sharing, and using technology for communication. They then held focus groups to discuss the perceived benefits and pitfalls of different networking methods, including social media. The focus groups found that while social media has potential benefits, risks of networking publicly and mixing personal and professional networks outweighed these. As a result, people use social media exclusively for personal networking or not at all. The researchers suggest organizations provide training on appropriate social media use to enhance employees' reputations and make the organization more attractive.
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Celebrating connections social networking and knowledge sharing
1. A4 complex template
Knowledge Management Forum
Henley KM Forum 10th anniversary conference
Celebrating connections:
evocations and provocations for the future
Project Report: Social networking and knowledge sharing
3
2. The writing on your wall: can organisations benefit from the use of
social networking websites to build and maintain knowledge-sharing
relationships?
Judy Payne
Nicholas Silburn
Michael Norton
Contents
Abstract .................................................................................................................................................... 2
Acknowledgements................................................................................................................................. 2
Introduction............................................................................................................................................. 3
Literature review...................................................................................................................................... 4
Social networking websites and knowledge sharing ........................................................................ 4
Social capital and knowledge sharing ................................................................................................ 4
Social networking and knowledge sharing ........................................................................................ 5
Using technology for communication ............................................................................................... 7
Summary .............................................................................................................................................. 9
Empirical evidence................................................................................................................................... 9
Design................................................................................................................................................... 9
Data collection................................................................................................................................... 10
Data analysis....................................................................................................................................... 11
Limitations ......................................................................................................................................... 11
Focus group findings ............................................................................................................................. 11
Focus group members....................................................................................................................... 11
Identification of networking methods ............................................................................................. 12
Most valuable networking methods ................................................................................................ 13
Separation between personal and professional networks ............................................................. 15
Benefits and pitfalls of networking methods................................................................................... 15
Implications for practice ....................................................................................................................... 23
References.............................................................................................................................................. 25
Appendix A – Scale for propensity to connect with others ............................................................... 27
Appendix B – Networking methods ..................................................................................................... 28
Appendix C – Benefits and pitfalls: themes.......................................................................................... 29