Knowledge diffusion is naturally affected by the quality of organizational information networks. These networks encourage the transference and use of higher levels of information that impact the service functionality of an organization. Dong, et. al. (2011) explores the need to understand these networks, enhance them, and effectively use them to develop organizations. Their explanation moves into the need to train workers on how to manage information in order ensure that information resources are fully utilized.
Service and information systems are “value co-creation configurations of people, technology, value propositions connecting internal and external service systems, and shared information” (Maglio & Spohrer, 2008, pp. 18). Organizations that use information properly can ensure that they are receiving the right kind of information and putting that information to good use for service effectiveness. Each network has inherent value fostered by their ability to connect to rich elements within the internal or external environment.
The success of an organization is based both on its employee’s talents and the way in which they interact (Hildalgo, 2011). Firms should ensure that productive interaction is fostered for greater growth and knowledge development. It is the process of obtaining information and applying it to constructive projects that encourages productive use.
There are three major types of networks. Networks can be random, small world, or clustered. Random networks are based in knowledge intensive industries, small world networks are used in focused intensive work environments, and clustered networks are common in organizations where people form knowledge sharing cliques.
Developing industries need the larger random networks to obtain enough information to develop multiple areas within an industry. Organizations often cluster information based on how people relate to each other and which group they identify with. Small world networks can be used in inter or intra organizational development projects. Knowing which type of network does which function is helpful in using them properly.
The researchers found that a stronger information network model is helpful in formulating the effectiveness of structures. The way in which information flows and is collected is important for overall utility. They also believe that improving upon randomness to include additional information into a more open system is beneficial for knowledge creation. Experienced information and network users are able to capitalize on these networks for growth but may need additional training to enhance skills.
Dong, S. et. al. (2011) A benchmarking model for management of knowledge-intensive service delivery networks. Journal of Management Information Systems, 28 (3).
Hidalgo, C. (2011). The value in the links: Networks and the evolution of organizations. In P. Allen, S. Maguire, and B. McKelvey (eds.), Sage Handbook on Management and Complexity. London: Sage, 2011, pp. 257–569.
Maglio, P., and Spohrer, J. (2008). Fundamentals of service science. Journal of the Academy of Marketing Science, 36, (1). (Spring 2008)