Knowledge networking

Knowledge networking is the creation and development of knowledge through person-to-person networking, often augmented by online communications.

General definition

David J. Skyrme has based his definition among others on Naisbitt's work, he describes knowledge networking as “a phenomenon in which knowledge is shared, developed and evolved”, as a process of “human and computer networking where people share information, knowledge and experiences to develop new knowledge for handling new situations”. He sees knowledge networking as a different way of working where “it is about openness and collaboration across departmental, organizational and national boundaries and about building multiple relationships for mutual benefit.”

Gilbert Probst describes knowledge networks as follows: “Networks, by definition, connect everyone to everyone. Hierarchies by definition, do not; rather they create formal channels of communication and authority. Networks operate informally with few rules, they depend on trust.”

Marleen Huysman and Dirk deWit describe knowledge networking as "a collective acceptance of shared knowledge as being the key method of generating value to the organization."

Some systems theory driven authors see knowledge networks further as biological organisms which can take a variety of forms, and vary in how static and dynamic they are.

History of the term

Descriptions of knowledge networking as such were mentioned at the end of the 20th century sometimes even before knowledge management has reached its peak of attraction.

Many approaches for knowledge networking were based on the assumption the knowledge should be combined and exchanged in personal networks. Schumpeter defined these two generic processes - combination and exchange - as the two major processes with which to generate innovations.

John Naisbitt mentioned in his book “Megatrends” in 1982 that there is a shift arising from hierarchies to networks and from the industrial society to an information society.

Charles Savage, author of the book The Fifth Generation Management, has tried in 1996 to describe knowledge networking as “the process of combining and recombining on another's knowledge, experiences, talents, skills, capabilities and aspirations in ever-changing profitable patterns”.

Characteristics of knowledge networking

David J. Skyrme further describes key characteristics of knowledge networking:
* Structural components: the network's nodes and links
* Links provide paths for communications, knowledge flows and developing of personal relationships
* Nodes in networks can be individuals or teams
* The nodes are the focal points for activity or formal organizational processes
* The pattern of nodes and links continually changes
* The density of connections exhibits many forms - some may be more circular with obvious hubs; others may be more diffuse
* Individuals belong to several networks - in some they are more central than in others
* There is often no discernible boundary to a network
* Networks connect to each other; links strengthen and weaken
* One-to-one and multiple conversations take place; asynchronously or synchronously
* Knowledge flows on both deliberate and unanticipated ways

Knowledge networking and communities

Although literature distinguishes knowledge networking and communities of practice there are a lot of similarities.
Kimiz Dalkir describes communities of practice based on the work of Etienne Wenger the "father" of this topic. His description comes very close to the main attitudes of knowledge networking:

“Social constructivists argue that knowledge is produced through the shared understandings that emerge through social interactions. As individuals and groups of people communicate, they mutually influence each other's views and create or change shared constructions of reality (Klimecki and Lassleben, 1999). The social constructivist perspective views knowledge as context dependent and thus as something that cannot be completely separated from “knowers”. Context helps distinguish between knowledge management and document management: whereas document management can be carried out in a more or less automated manner, knowledge management cannot be accomplished without involving people as well as tangible content.”

“A community of practice refers to “a group of people having common identity, professional interests and that undertake to share, participate and establish a fellowship”.

“It can be defined as a group of people, along with their shared resources and dynamic relationships, who assemble to make use of shared knowledge, in order to enhance learning and create a shared value for the group. The term community suggests that these groups are not constrained by typical geographic, business unit, or functional boundaries but rather by common tasks, contexts, and interests.

Community members may take an active role by contributing to discussions or providing assistance to other members. This is referred to as “participation”. Other members my simply read what others have posted without taking an active role themselves. These types of members used to be referred to as “lurkers” but this term has been replaced by “legitimate peripheral participation.

People who visit a community regularly but who do not post anything typically represent 90% or more of the total community participation. Passive members are not really passive in most cases, for they may be actively using and applying the content they have accessed online.
The key roles in a community are

*1. visitors,
*2. novices,
*3. regulars,
*4. leaders, and
*5. elders.

Visitors may visit once or twice and may or may not join.
Novices are new members, who typically keep to themselves at first until they have learned enough about the community and the other members. At this point, they become regulars.
Leaders are member who have the time and energy to take on more official roles such as helping with the operation of the community. Elders are akin to subject matter experts: they are familiar with the professional theme and the community, and they have become respected sources of both subject matter knowledge and cultural knowledge.”

Bottom-up approach
Knowledge networking is not a top-down formal organization as a task force or project team would be. There is no one person “in charge” of the community, although there may be founding members.

“Networks, by definition, connect everyone to everyone. Hierarchies by definition, do not; rather they create formal channels of communication and authority. Networks operate informally with few rules, they depend on trust.“

“All communities are about connections between people, and these connections are often used to develop corporate yellow pages or an expertise location system. Though initially community based, such expertise locators can eventually be integrated to form a corporate wide yellow pages. Their contribution is important to organizational learning initiatives such as facilitating mentoring programs, identifying knowledge gaps, and providing both performance support and follow-up to formal training activities.“

Personal values
The critical components of a community lie in the sharing of common work problems between members, a membership that sees the clear benefits of sharing knowledge among themselves and that has developed norms of trust reciprocity, and cooperation.

In other words, networks form because people need one another to reach common goals. Mutual help, assistance, and reciprocity are common to all functioning networks. Networks are not only self-organizing but also self-regulating.

Components
Most knowledge networks contain:
* Member-generated content (e.g. profiles, ratings, documents)
* Member-to-member interaction (e.g. discussion forums)
* An inner structure with a smaller core of very active members and many passive members around
* Events (e.g. expert seminars)
* Outreach (e.g. newsletters)

“Knowledge-sharing communities are not just about providing access to data and documents: they are about interconnecting the social network of people who produced the knowledge.
One way to facilitate knowledge sharing is by making the knowledge visible. Knowledge sharing can be made more visible by making the interactions online visible in some way so that “I know that you know xyz” and “I know that you know that I know abc.” Visible interactions help create a mutual awareness, mutual accountability, and mutual engagement to knit group members more closely together.”

“Knowledge Management needs to view knowledge as something that is actively constructed in a social setting.”

Further reading
* Dalkir, K. (2005) Knowledge management in theory and practice.
* Probst, G. J. B. (2006) Wissen managen: wie Unternehmen ihre wertvollste Ressource optimal nutzen.
* Savage C. M. (1996) 5th Generation Management: Cocreating through Virtual Enterprising, Dynamic Teaming, and Knowledge Networking.
* Skyrme J. D. (1999) Knowledge Networking - Creating the Collaborative Enterprise.
* Seufert, A., von Krogh, G., and Bach, A. (1999): Towards Knowledge Networking. Journal of Knowledge Management, vol. 3, no. 3, pp. 180-190.
* Högberg, Ch. and Edvinsson. L.(1998): A design for futurizing knowledge networking. Journal of Knowledge Management, vol 2, no. 2, pp.81-92
* Apostolou, D., Sakkas, N., and Mentzas, G. (1999): Knowledge Networking in Supply Chains: A Case Study in the Wood/Furniture Sector. Information-Knowledge-Systems Management archive vol. 1 , Issue 3,4, pp: 267 - 281, IOS Press Amsterdam, The Netherlands, ISSN:1389-1995.
* Mansell, R. (2002) Networking knowledge for information societies, DUP Science, Delft.
* Kögl, U. (2002) Knowledge Networking Master Thesis, Univ. Graz.
* Heraud, J.-A. (2000) Is there a regional dimension of innovation-oriented knowledge networking? Proc. of the Fifth Regional Science and Technology Policy Research Symposium (RESTPOR), Kashikojima (Japan).
* Hildreth P. M. , Kimble C. (2004) Knowledge Networks: Innovation Through Communities of Practice, ISBN-10: 159140200X, ISBN-13: 978-1591402008
* Back A., Enkel E., von Krogh G. (2006): Knowledge Networks for Business Growth, ISBN-10: 3540330720, ISBN-13: 978-3540330721
* Apostolou D., Kafentzis K., Mentzas G., Maas W. Knowledge Networking in Extended Enterprises
* Roy M., Parent R., Desmarais L. (2003, Université de Sherbrooke, Quebec, Canada): Knowledge Networking: A Strategy to Improve Workplace Health & Safety Knowledge Transfer
* Teigland, R. (2003), ISBN 91-973849-1-7

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