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Picmet10 r0350
This document discusses knowledge adoption from a social network perspective. It analyzes two teams - Team A and Team B - undergoing a technology shift using social network analysis. Team A had a network redundancy of 2.53 while Team B had a higher redundancy of 3.15. The conclusion is that internal competition that increases structural redundancy can reduce structural viscosity and more efficiently diffuse knowledge throughout an organization.
Picmet10 r0350
- 1. PICMET ‘10 ConferencePhuket, Thailand 10R0350 Accelerating Knowledge Adoption: A Perspective of Social Network Hung-Chun Huang, Les Davy, and Hsin-Yu Shih National Chi Nan University, Puli, Taiwan
- 2. PICMET ‘10 ConferencePhuket, Thailand Knowledge Management Manage Directly Knowledge Knowledge Knowledge Indirect Manage Knowledge managing knowledge behaviors
- 3. PICMET ‘10 ConferencePhuket, Thailand Teamwork structure is a micro social system Nonaka(1998) Internal collaboration Social context of network knowledge; “Ba” Managing Micro social network perspective Social system
- 4. PICMET ‘10 ConferencePhuket, Thailand Overlap; Redundant Structure Tacit Socialization Externalization i Common language i i i g i generator i i i Internal competitive o g g g g i g Internalization Combination Network redundant Explicit i: individual g: group o: organization Nonaka, Ikujiro & Konno Noboru , "The Concept of "Ba": Building a Foundation for Knowledge Creation", California Management Review,Vol .40, NO3, Spring 1998, pp.40-54.
- 5. PICMET ‘10 ConferencePhuket, Thailand Structural Redundancy & Common Language Personal Team Communication Dialog Communication Dialog Common Language Common Language Tacit Knowledge Tacit Knowledge Common Common A B Language A Language B
- 6. PICMET ‘10 ConferencePhuket, Thailand Internal competition Nonaka (1995) Enhance knowledge Creating and diffusion Explicit Tacit What Internal mechanism Common Language Competition Common Language behind? Blank !
- 7. PICMET ‘10 ConferencePhuket, Thailand Case study Scenarios overlook Time:2002~2003 Technology shifting Adoption Process Result of Shifting A team computer software 4 months developer Microsoft since 1994 C++ Dot NET B team engineer will face career challenges information management while technology 10 months department shifting. built in 1990 being expertise engineer requires long-term accumulation
- 8. PICMET ‘10 ConferencePhuket, Thailand A Team member Descriptions Memb Years on Job position Working Field er teamwork senior A1 programmer 4 engineer executive A2 System Planning 10 manager senior A3 programmer 5 engineer project A4 System Planning 8 leader junior A5 programmer 4 engineer senior A6 programmer 8 engineer junior A7 System pilot 2 engineer
- 9. PICMET ‘10 ConferencePhuket, Thailand B Team Member Descriptions Job Years on Member Working Field position teamwork Senior B1 System Planning 8 manager Junior programmer/ B2 5 engineer hardware Maintain Senior B3 programmer 15 engineer Senior B4 programmer 10 manager Senior B5 programmer 15 engineer Junior B6 programmer 2 engineer Departmen B7 System Planning 15 t manager
- 10. PICMET ‘10 ConferencePhuket, Thailand Network analysis of Team member Team Team A Team B Member A1 A2 A3 A4 A5 A6 A7 B1 B2 B3 B4 B5 B6 B7 Network Size 8 13 8 7 7 9 4 9 7 7 9 7 10 8 Effective Size 5.50 10.93 5.05 4.17 3.85 7.00 1.80 6.23 3.22 4.10 5.93 3.58 7.18 4.69 Personal 2.50 2.07 2.95 2.84 3.15 2.00 2.20 2.78 3.79 2.90 3.07 3.42 2.82 3.31 Redundancy Team Redundancy 2.53 3.15
- 11. PICMET ‘10 ConferencePhuket, Thailand Discussion The debate of social tie in knowledge diffusion knowledge Hansen (2002) Codify Uncodify Granovetter (1985) Strength of are benefits for weak tie codifying and explicating knowledge diffusion Social tie Krackhardt(1992) are benefits for The Strength of ambiguous and tacit organizational knowing transferring. viscosity strong tie
- 12. PICMET ‘10 ConferencePhuket, Thailand Discussion Structural viscosity in knowledge diffusion Team Team Redundancy =2.53 Redundancy =3.15 i i i i i i A1 A3 i B5 i i i i i The organizational viscosity Krackhardt (1997) Organizational structure unhindered information communication.
- 13. PICMET ‘10 ConferencePhuket, Thailand Conclusion Team Team Redundancy =2.53 Redundancy =3.15 i i i i i i A1 A3 i B5 i i i i i The structure of Internal competition (structural redundancy) can reduce structural viscosity and increase knowledge diffusion efficiently.
- 14. PICMET ‘10 ConferencePhuket, Thailand Thanks Accelerating Knowledge Adoption: A Perspective of Social Network Hung-Chun Huang, Les Davy, and Hsin-Yu Shih National Chi Nan University, Puli, Taiwan