The collaborative organization: how to make employee networks really work

Cross, Rob; Gray, Peter; Cunningham, Shirley; Showers, Mark; Thomas, Robert J.

doi:10.1109/emr.2011.5729974

Cited by 16 publications

(17 citation statements)

References 2 publications

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“…Developing dedicated networks upon relevant social relations will help first, capture the various interactions between the components of a BP and second, analyze the value-added of these relations to the enterprise operation. Cross et al report that "the most effective organizations make smart use of employee networks to reduce costs, improve efficiency, and spur innovation" [3].…”

Section: Bps Social Designmentioning

confidence: 99%

Research roadmap for the enterprise 2.0: Issues & solutions

Faci¹,

Maamar²,

Kajan³

et al. 2014

Sci Publ State Univ Novi Pazar Ser A

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This paper describes a research roadmap for the Enterprise 2.0 aka Social Enterprise. This roadmap consists of issues that hinder the Enterprise 2.0 adoption and identifies some solutions that could overcome these issues. In response to these issues, three research directions are developed and focus on how to design, coordinate, and monitor an enterprises business processes from a social perspective. The social design injects social elements into business processes. The social coordination addresses conflicts that affect these processes successful completion. Last but not least the social monitoring tracks the messages that are exchanged during this completion.

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Section: Bps Social Designmentioning

confidence: 99%

Research roadmap for the enterprise 2.0: Issues & solutions

Faci¹,

Maamar²,

Kajan³

et al. 2014

Sci Publ State Univ Novi Pazar Ser A

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“…The strength of these relationships is particularly important when transferring tacit and complex information [27,29,30]. Given the importance of relationships on knowledge transfer, particularly complex, tacit knowledge, Cross et al [31] concludes that a broader group of "go-to" individuals should be developed in a firm to avoid the reliance on a few key individuals. Identifying which of the employees in these central communication roles are close to retirement and which ones are further from retirement can be helpful in developing strategies to ensure knowledge transfer efforts continue once individuals retire.…”

Section: Principle #2: Knowledge Is Particularly Vulnerable To Loss Wmentioning

confidence: 99%

Mitigating the Threat of Lost Knowledge within Information Technology Departments

Shumaker¹,

Ward²,

Petter³

et al. 2017

Proceedings of the 50th Hawaii International Conference on System Sciences (2017)

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Experienced information technology professionals leaving an organization creates a risk of losing crucia l knowledge. To mitigate this risk, an organization mu st identify key knowledge holders and develop a plan to transfer their knowledge before these employees leave the organization. This research develops the Knowledge Loss Assessment to identify employees with critical knowledge about important knowledge/skill areas within the IT department. We implemented the Knowledge Loss Assessment within an information technology department of a utility company which resulted in an actionable list of key knowledge holders and a prioritized list of knowledge and skills to transfer to other IT employees within the organization. The results of this study yielded several management principles for researchers and practitioners interested in mitigating the threat of lost knowledge within an information technology department.

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“…Workers coming from other countries called the Foreign Workers for the country in which the foreign workers employed. Minister of manpower and transmigration [3] concerning procedures for utilization of foreign workers. What is meant by Expatriates are foreign nationals visa holder to work in Indonesia [6] defines that a person who left his home country to the other country to work, referred to as the Expatriate [4] categorizes people living outside their own country to work called Expatriate.…”

Section: Definition Of Foreign Workersmentioning

confidence: 99%

“…According to the Regulation of the Minister of Manpower and Transmigration [3] requirements that must be owned by foreign labour employed by the company in Indonesia is:…”

Section: Human Resource Management Functions Includementioning

confidence: 99%

International Human Resource Management

Mulang¹

2017

J Socialomics

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Global competition multinational companies can not only be faced with providing a reliable Human Resources. More than that the company should have a strategy and valuables sets, namely Human Resources who has committed, knowledgeable about the company in other countries, unable to compete face challenges and adapt quickly to new environments. Human Resources should be distributed and allocated in a way that can provide a competitive advantage. Management of Foreign Workers in this regard through expatriate assignments outside the country must be done by a company Manpower Indonesia, and with the right choice of strategy is an attempt to achieve corporate objectives.

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The collaborative organization: how to make employee networks really work

Cited by 16 publications

References 2 publications

Research roadmap for the enterprise 2.0: Issues & solutions

Research roadmap for the enterprise 2.0: Issues & solutions

Mitigating the Threat of Lost Knowledge within Information Technology Departments

International Human Resource Management

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