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White Papers and Related Publications on Knowledge Networking and
Business Process Optimization
Part of the value of being part of the KNETMAPTM network is exposure to the ideas and practices of leading global knowledge management practitioners and consultants such as Hubert Saint-Onge, Karl Erik Sveiby, Charles Savage, Debra Amidon, Verna Allee, and Valdis Krebs to name a few. Listed below are a few selected articles relevant to industry collaboration initiatives.
- Knowledge Networks: Mapping and Measuring Knowledge Creation
by Valdis Krebs
An organization's real edge in the marketplace is often found in complex, context-sensitive, knowledge which is difficult, if not often impossible to codify and store in ones and zeroes. This core knowledge is found in individuals, communities of interest and their connections. An organization's data is found in its computer systems, but a company's intelligence is found in its biological and social systems. Computer networks must support the people networks in today's fluid and adaptive organizations -- not the other way around.
knowledge-networks-mapping.html
- Managing toward Interdependence
by Hubert Saint-Onge
Interdependence is the ideal characterization of the relationship between manufacturer and its distribution channel. Both are part of the value chain required to bring value to the customer. We must work towards creating more value for the combined value chain.
counterdep.htm
- Industry Cluster Literature Review
Competition is the driving force behind cluster development. Firms will cluster because they receive some type of economic benefit. As the cluster develops it becomes a mutually reinforcing system where benefits flow backwards and forwards. The transfer of knowledge and technology among firms can lead to new industry growth, and therefore helps drive the overall growth of the cluster.
http://www.unc.edu/depts/dcrpweb/courses/261/leveen/litrev.htm
- Managing Connected Assets
by Valdis Krebs
In the connected economy, each network actor (individual, team, or organization) is embedded in a larger economic system that affects each participant and, in return, is influenced by each participant. In such an interdependent system we can no longer focus on individual or single team performance...
connected-assets.html
- Social Capital - Improving Individual Effectiveness
by Valdis Krebs
Is it who you know (social capital) or what you know (human capital) that leads to success? In the late 1980s and early 1990s management researchers were starting to notice that effective managers were better at accomplishing objectives through their relationships than less effective managers...
social-capital.html
- Improving Team Effectiveness
by Valdis Krebs
A sparse, radial network, in which your direct ties are connected to others that you are not connected to, has been shown to provide many benefits and opportunities. A dense, local network, where all of your ties are connected only to each other, is a poor structure for accessing information and knowledge found in distant parts of the organization.
networked-teams.html
- Improving Information Flow
by Valdis Krebs
In a network of very long path lengths between clusters, your ability to find the knowledge or information you need is constrained. If the knowledge that you seek is not within your network horizon, then you assume it is not available and you reinvent it or pay for it on the outside.
knowledge-flow.html
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