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6 - PRIMARY Keyword matches for ARTICLE
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Social network analysis [SNA] is the mapping and measuring of relationships and flows between people, groups, organizations, computers or other information/knowledge processing entities. The nodes in the network are the people and groups while the links show relationships or flows between the nodes. SNA provides both a visual and a mathematical analysis of human relationships. Management consultants use this methodology with their business clients and call it Organizational Network Analysis [ONA ...
Degrees
Betweenness
Closeness
Boundary Spanners
Peripheral Players
Network Centralization
Other Network Metrics
. Structural Equivalence - determine which nodes play similar roles in the network
. Cluster Analysis - find cliques and other densely connected clusters
. Structural Holes - find areas of no connection between nodes that could be used for advantage or opportunity
. E/I Ratio - find which groups in the network are open or closed to others
. Small Worlds - find node clustering, and short path lengths, that are common in networks exhibiting highly efficient small-world behavior
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Online social networks are webs of relationships that grow from computer-mediated discussions. The webs grow from conversations among people who share a common affinity (e.g., they work for the same company, department, or in the same discipline) and who differ in other ways (e.g., they are in different locations, keep different hours, specialize in different disciplines, work for different companies). When the people are distributed across time and space, then these conversations need to take place online, over an intranet or private internet forum.
Within a company, a well-tuned online social network can enhance the company's collective knowledge and sharpen its ability to act on what people know in time to be effective. We have long recognized that this kind of network is critical to an organization. Creating these opportunities to connect is often the stated or unstated purpose of facilitated off-site meetings and other communication initiatives. However, the half-life of connections made at these meetings was very short until online technology provided us with a means to support the network over time.
Social networks grow from the personal interactions of human beings over time, as well as from from the technological infrastructure that connects those humans. This means that growing a successful online social network requires social know-how as well as technical expertise. Interactions include those that take place face-to-face, via telephone, online, and even via things we send each other in the postal mail.
Thoughtfully planned and knowledgeably implemented online social networks can enable an organization to:
. Create an early warning system.
. Make sure knowledge gets to people who can act on it in time.
. Connect people and build relationships across boundaries of geography or discipline.
. Provide an ongoing context for knowledge exchange that can be far more effective than memoranda.
. Attune everyone in the organization to each other's needs - more people will know who knows who knows what, and will know it faster.
. Multiply intellectual capital by the power of social capital, reducing social friction and encouraging social cohesion.
. Create an ongoing, shared social space for people who are geographically dispersed.
. Amplify innovation - when groups get turned on by what they can do online, they go beyond problem-solving and start inventing together.
. Create a community memory for group deliberation and brainstorming that stimulates the capture of ideas and facilitates finding information when it is needed.
. Improve the way individuals think collectively - moving from knowledge-sharing to collective knowing.
. Turn training into a continuous process, not divorced from normal business processes.
. Attract and retain the best employees by providing access to social capital that is only available within the organization.
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Huminity is an instant messaging chat software that combines in it full social networking capabilities. It can be installed on any Windows running PC.
After installing Huminity and creating a personal contact-tree, Huminity becomes your 360-degree chat software. You can navigate your global map of personal connections, have private chats and chat in chat rooms.
The contact-tree displays a person's social map (when the person is centered in the center). Navigating the map of connections is simple and intuitive. Clicking on a contact or a user twice will move them to the center of the map and create their web of connections around them. In this way, you can navigate from one person to the other and explore the magnificent uniqueness of people - social ties.
Change of color and shape differs people that are connected to other people from those that aren't. In this way, users can easily navigate their personal network of friends by simply clicking on one of the contacts. This forms a gigantic web like map of connections where people are connected to other directly or indirectly through mutual friends.
...Searching a path between two people is one of the most exciting features in Huminity. Through the search path ability the user can search a path of friends between any two people that are included in Huminity, either as users or even as contacts of someone. In this way, a complete and authenticated web of connections can be created even when some pieces of the connections "puzzle" are missing. The search can also be performed between a person and any keyword (i.e. from the user to all the mechanics in London).
...The results of a search-path query are then presented, sorted by the number of nodes between the two people. Users can easily perform search-path queries even when they do not know the e-mail addresses of the people by selecting them as the destination right off the contact tree. Such functionality maintains adequate privacy of users without compromising the value achieved from the software.
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INFLOW
Type: Product
Primary Key: Product
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Social network analysis software and services for organizations and their consultants.
* InFlow . network mapping and measuring software: organizational network analysis [Read.]
* Data-mining Email to discover Social Networks and Communities of Practice [Read.]
* Connecting the Dots: Social Network Analysis of the - Terrorist Network [Read.]
* Knowledge Continuity Management: keeping knowledge in the organization [Read.]
* Contact tracing maps the diffusion of a virus through a human network [Read.]
* Examine what emergent purchasing patterns on the WWW may reveal [Read.]
* Post-Merger Integration: effectively combine merging organizations [Read.]
* Key Opinion Leaders: discovering personal influence amongst peers [Read.]
* Social Networking in Academia - The Erdos collaboration network [Read.]
* Build resilient computer networks using network analysis [Read.] [PDF]
* Best Practice: Organizational Network Mapping Tactic [Request.]
* Explore the complex structure of the Internet Industry
* Who influences decision-making in your organization?
* White Paper: Managing the Connected Organization
* White Paper: Knowledge Creation and Re-Use
* White Paper: Building Entrepreneurial Networks
* White Paper: Understanding Power in Networks
* Introduction to Social Network Analysis
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What is Social Network Analysis?
Social network analysis is based on an assumption of the importance of relationships among interacting units. The social network perspective encompasses theories, models, and applications that are expressed in terms of relational concepts or processes. Along with growing interest and increased use of network analysis has come a consensus about the central principles underlying the network perspective. In addition to the use of relational concepts, we note the following as being important:
* Actors and their actions are viewed as interdependent rather than independent, autonomous units
* Relational ties (linkages) between actors are channels for transfer or ãflowä of resources (either material or nonmaterial)
* Network models focusing on individuals view the network structural environment as providing opportunities for or constraints on individual action
* Network models conceptualize structure (social, economic, political, and so forth) as lasting patterns of relations among actors
The unit of analysis in network analysis is not the individual, but an entity consisting of a collection of individuals and the linkages among them. Network methods focus on dyads (two actors and their ties), triads (three actors and their ties), or larger systems (subgroups of individuals, or entire networks.
Network theory is sympathetic with systems theory and complexity theory. Social networks is also characterized by a distinctive methodology encompassing techniques for collecting data, statistical analysis, visual representation, etc.
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A comprehensive package for the analysis of social network data as well as other -mode and -mode data. Can read and write a multitude of differently formatted text files, as well as Excel files. Can handle a maximum of , nodes (with some exceptions) although practically speaking many procedures get too slow around , - , nodes. Social network analysis methods include centrality measures, subgroup identification, role analysis, elementary graph theory, and permutation-based statistical analysis. In addition, the package has strong matrix analysis routines, such as matrix algebra and multivariate statistics.
Integrated with UCINET is the NetDraw program for drawing diagrams of social networks. In addition, the program can export data to Mage and Pajek.
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3 - SECONDARY Keyword matches for SOCIAL NETWORK ANALYSIS
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How social network analysis informs design and facilitation for online learning
Conclusions
The egonets from the social network analysis and the follow-up interviews seem to indicate quite strongly that participating in a variety of group tasks, in which grouping is varied, increases learning by allowing participants to interact more intimate and activity oriented conversations serves to encourage closeness. However, whether or not feeling closer to a community member makes it more likely you will learn from them seems to be dependent on a number of factors.
One factor is the personal learning agenda that each member brings to a community. These personal learning goals appear to impact greatly on the degree of closeness a member wants or needs in order to meet their goals. In other words, the value proposition the community of practice holds for each member can be very different and while personal learning outcomes may be met, closeness may not be needed at all in order to achieve these goals.
. . . Whether or not participants knew people coming in to the workshop does not seem to be a key factor in their learning. It is more likely that their personal learning agendas drive the nature and number of the relationships they form in meeting these agendas. The workshop may be an opportunity for participants to extend relationships they have prior to the workshop, but it appears that the design of the workshop may equalize previous relationships. Again, this is dependent upon each member's personal learning agenda.
Another key factor impacting on learning and closeness is the degree of choice participants are given. In this workshop, participants can choose the task for their household, they can choose the subject and outcomes for their project and they can also choose whom they will work with in these two small groupings. This, coupled with the fact that the workshop involves them in a number of simultaneous activities with different member’s over a short time frame, makes for an intensive experience which engenders closeness and at the same time increases the likelihood participant's will meet their personal learning goals. Within such a context it is perhaps difficult extricate the exact nature of the relationship between individual activities, learning and closeness.
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Content Commerce
Content Creation & Digital Publishing
Content Delivery
Content Distribution
Content Integration
Content Management
Digital Asset Management
Digital Rights Management
Fee-Based Information Services
Intranets and Portals
KM & Collaboration
Mobile & Wireless Content
News/Finance/Business
Online Community
Pricing
Rich Media
Sci-Tech/Medical
Search Technology
Syndicated Content
Taxonomy
Web Services
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Up to % of the knowledge that professionals need to do their jobs comes from other people’s brains in the form of advice,opinions, judgment or answers. (Source: Delphi
Group). So, it is somewhat surprising that so much of the focus in knowledge management, to date, has been on implementing processes and tools that support better management
of explicit knowledge. This focus has come at the expense of tacit knowledge, knowledge which has not been documented or recorded and which exists in the heads of an organization’s people. Stephen Denning writes that, "explicit knowledge is the only knowledge that is visible and so it is tempting to focus on it. And yet we know that most of our real knowledgeis tacit." Enterprise Location and Management (ELM) solutions fill a vital role in an enterprise Knowledge Architecture by creating efficient, scalable and manageable processes so people can connect and collaborate with colleagues for answers, expertise or insight.
Knowledge Architecture is comprised of the processes, technologies, and organizational structures that support the basic building block behaviors of knowledge management, contribution, collaboration, re-use and stewardship o deliver maximum leverage of enterprise knowledge assets.There are five primary functions that a complete Expertise Location and Management System must include to support all four of the basic building block behaviors of knowledge management:
- Expertise Profile Management
- Expertise Location
- Expertise Process Automation
- Knowledge Capture
- Expertise Process Measurement
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