Author Description

In today's de-layered, knowledge-intensive organizations, most work of importance is heavily reliant on informal networks of employees within organizations. For example, networks sitting across core work processes, weaving together new product development initiatives or integrating strategic initiatives such as alliances or mergers can be critical to organizational effectiveness. Social network analysis (SNA), a set of analytic tools that can be used to map networks of relationships, allows one to conduct very powerful assessments of information sharing within a network with relatively little effort, thereby revealing both points where collaboration is effective and points where improvement is necessary. Unfortunately, many practitioners are unaware of the potential benefits that can be derived from systematically assessing important informal networks. Networks in the Knowledge Economy was organized to provide readings on the application of social network analysis to managerial concerns. It is specifically concerned with networks inside of organizations given the comparative lack of attention they have received in contrast to relationships between companies and advice on how to become a "networked organization."