Search

Article Information


Using Social Network Analysis to Improve Communities of Practice
Cross, Rob , Tim Laseter, Andrew Parker, and Guillermo Velasquez
49/1  (Fall 2006): 32-60

Although many organizations initiate communities of practice to drive performance and innovation, managers typically have little insight into their internal effectiveness and business impact. This article offers network analytics, interventions, and metrics (both in terms of network connectivity and business outcomes) to improve and track the success of such community initiatives. Specifically, it shows how social network analysis can help move a community from an ad hoc, informal group to a value-producing network by focusing on five critical levers: improving information flow and knowledge reuse; developing an ability to sense and respond to key problems or opportunities; driving planned and emergent innovation; nurturing value-creating interactions; and engaging employees through community efforts.

 

California Management Review

Berkeley-Haas's Premier Management Journal

Published at the University of California for more than sixty years, California Management Review seeks to share knowledge that challenges convention and shows a better way of doing business.

Learn more
Follow Us