Managing Knowledge with Networks. Knowledge Networking Concepts in four major Companies

Attempts to manage knowledge in a corporate environment abound. Knowledge networks - intra-organizational networks of employees with valuable knowledge to share - are an increasing phenomenon. Using knowledge networks to manage knowledge transfer and creation can extend from setting up single networks with very selected employees, e.g. to increase innovation in a specific area of a company's competencies, to the integration of a new organizational layer not yet included in a network, as well as to many networks focusing on the same business process or goal. Those networks are organized in concepts and build a distinct system linked to the core organization in order to enfold their competency to build actionable knowledge. However, theory hasn't as yet acknowledged this form of managing knowledge.
This paper describes the latter networking concepts in four major companies. It describes the core elements of and the success factors for knowledge networking concepts as derived from a comparative case study of four companies' concepts. The case studies prove that knowledge networks won't work effectively without taking elements such as a strong link to corporate strategy and objectives into account. In addition, research presented in this paper shows how important it is to adapt knowledge networking concepts to a company's unique culture and organizational structure.