Using Knowledge: Advances in Expertise Location and Social Networking (Best Practices Report)



  • Type:
  • Published:
  • August 6, 2010
  • Author:
  • APQC
  • Pages:
  • 131
  • ISBN:
  • 978-1-60197-156-2
  • Price:
  • (Electronic Version)
  • Your Price: $395.00
  • Member: FREE
Classic Content

One of knowledge management’s enduring value propositions has been to help employees get answers. Some of those answers may come from documented processes and best practices vetted by the organization’s experts or leaders. But useful answers often come not from documents, but from people.

Never before have KM leaders had the opportunity to shape digital environments to support finding people and answers as they have today. From traditional, profile-based expertise location systems to sexy Web 2.0 social networking and tagging applications, electronic enablers to find expertise and those who possess it have ushered in an exciting new era.

In this report, APQC explores ways to find expertise and answers through Web 2.0 tools such as wikis, blogs, social networking, and social tagging. Included are in-depth case studies of best-practice organizations IBM Global Business Services, MITRE Corp., NASA, Rockwell Collins Inc., and Sun Microsystems Inc.

Click here to read an overview of the study best practices.

Comments (2)

Great current industry

Great current industry information

Vern Goodwalt

This is impressive from a

This is impressive from a first look...the notion of expertise locators and social networks indeed are different. I always like to say a social network is a yellow pages or rolodex that is alive. The most unique difference being that social networks are more about emergence, the network itself surfaces what we know, rather than fact it enables us to discover new talent. Problem solving is not just about experts, everyone knows something or is experienced in something that can help. And a crucial part is that people asking for help is based on trust, comfort and being on the same wavelength, and social networks are good at this. Some more strengths are: - social networks are learning/sharing/awareness networks by default (they are not only for asking questions) - social networks breed new experts (influence by reputation...bypasses the organisational design aspect of authority) - social networks take the burden away from gurus that are inundated with requests and re-distributes the load - social network interactions leave behind artifacts of "know-why" and "know-how" (km for free) - social networks create conditions for an engaged workforce Basically, individuals can sense-make, and the organisation becomes more adaptable and resilient due to being connected and aware.

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