Academic-Capital

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

A publication in the Policies Studies Journal by Lee and Fejock (2012) helps to explain how collaboration networks cluster together to enhance product and service development. These networks move to enhance inter-organizational collaboration and can create economic improvement. Their work suggests that the micro aspects of such collaboration have not been fully analyzed but that the system appears to be based on trust. Three mechanisms for collaborative alternative governance include centralized authority, mutually binding contracts, and network embeddedness (Feiock, 2009).   Each comes with their own advantages and disadvantages. The greatest amount of flexibility lay in the embeddedness model as it relies on a more social, economic and relationship oriented model without the rigidity of formal oversight (Foiock, 2007).   Each of the actors within this approach maintains a level of autonomous effort but is still part of a general network that lends support. These collabo