Managing information sharing within an organizational setting: A social network perspective

Abstract

Information sharing is critical to an organization's competitiveness and requires a free flow of information among members if the organization is to remain competitive. A review of the literature on organizational structure and information sharing was conducted to examine the research in this area. A case example illustrates how a social network approach was used to explore the process of measuring the social structure of an organization and the implementation of change interventions to increase connectivity and manage information sharing. The process of conducting social network analysis is described using the case example. Interventions for increasing information flow are discussed. The authors provide an information‐sharing model that demonstrates the various domains of connectivity within an organization at any given state. The benefits of using social network analysis for information sharing and the implications for further research and practice are discussed.

Information Sharing in Telegram Group Of Indonesian Book Forum

“…The result shows that out of 49 respondents participated in the voting, 27 respondents (55%) replied, "already know and always waiting for it", 13 respondents (27%) replied, "already know but seldom using it", and 9 respondents (18%) replied, "do not know". Hatala and Lutta conclude some of the obstacles in information sharing includes (1) in the context of organization, some organizations limit its information sharing because of industry espionage awareness; (2) individuals will keep the information only for himself if it is endangering his power or position; (3) security factor, politic regulation, management decision, organization structure, and individuals position in the organization; (4) media can be a hinder in information sharing; (5) educational level differences in organization; (6) sharing can degrade the information value (Hatala & Lutta, 2009). Thus, educational level and skill differences of the group members in using Telegram features will be one of the obstacles in information sharing.…”

“…However, there are few members who do not know how to see the information sources of the forwarded message, they would ask in the group and other members would reply by asking them to click on the group or channel link shared. Drake et al and Sinkula account that information sharing is the result of collection, dissemination, and information interpretation process (Hatala & Lutta, 2009). There are three types of knowledge sharing (including information sharing) that is knowledge acquisition, knowledge re-use, and knowledge creation or knowledge development (Huysman & Wit, 2002).…”

Analiza sieci w badaniach struktury organizacji

“…[Cross i in. 2001;Cross, Parker, Borgatti 2002;Cross, Parker 2004;Cross, Parise, Weiss, 2007;Cross, Thomas 2008;Kilduff, Krackhardt 2008;Hatala, Lutta 2009;Marouf, Doreian 2010]. I tak na przykład pytanie o współpracę między pracownikami może być następujące: z kim bezpośrednio współpracujesz, wykonując swoje obowiązki?, bez względu na rodzaj analizowanej firmy.…”

Modelling Information Flow for Collaboration

“…This is because SNA only considers individuals or groups of individuals as entities within social networks in terms of relationships, social roles and social structure [5,6]. However, during collaborations, people/ teams are interconnected and tasks/processes are linked [4].…”

“…These quantities were selected because they reflect interconnectedness within groups, individual connections for relationships and activity of individuals respectively [5,6].…”