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Information Resources Management Association
Advancing the Concepts & Practices of Information Resources Management in Modern Organizations

Effects of Informal Networks on Knowledge Management Strategies

Effects of Informal Networks on Knowledge Management Strategies
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Author(s): Tony Jewels (Queensland University of Technology, Australia), Helen Partridge (Queensland University of Technology, Australia) and Alan Underwood (Queensland University of Technology, Australia)
Copyright: 2003
Pages: 4
Source title: Information Technology & Organizations: Trends, Issues, Challenges & Solutions
Source Editor(s): Mehdi Khosrow-Pour, D.B.A. (Information Resources Management Association, USA)
DOI: 10.4018/978-1-59140-066-0.ch248
ISBN13: 9781616921248
EISBN13: 9781466665330

Abstract

The application of a knowledge management strategy does not take place in a vacuum. Successfully meeting objectives of a knowledge management strategy may depend not only on the efficacy of the strategy itself or of the team that is responsible for its implementation, but also on the environment into which it is being introduced. Research carried out with an application service provider (ASP) indicates that existing informal communication networks will continue to operate independently of any formal strategy introduced. It is important therefore for management to recognise the existence of such informal networks and to understand how they are likely to affect the success of any formal knowledge management strategy.

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