Knowledge, Work and Organization - Coursework Example

Knowledge, Work and Organization Introduction As social networking sites continue to thrive in popularity, the interest and excitement also continue to build. Wauter (2009) notes that, facebook alone recorded about 200 million users in 2009. In simple terms, social networking can be described as the union of different types of technologies that enable people and organizations to easily converse, share information and establish new communities and associations online. Adler and Kwon (2002) define social networks as a system of patterned, sustained relationships between different actors, which cross and at times distort organizational boundaries. They further highlight that social networks may be an integral part of a formal institution, in a purely formal or social manner. Significant amounts of literature reveal that social networks are today becoming essential factors in enabling organizations learn and innovate. This is supported by the fact that social networks facilitate the organizations capacity to pool knowledge and resources, and are the mechanisms through which flexibility and adaptability are developed in an institution, through multi-stakeholder deliberation and variation of responses. Considerately planned and expertly executed online social networks such as face book, twitter, and my space among others, can assist an organization to achieve such benefits as creation of an early warning system about organizational risks, ensuring that knowledge gets to the organizational management, building relationships across boundaries, amplify innovation, continuous exchange of knowledge among different organizations, continuous training process, and attracting and retaining employees by offering access to social capital accessible within the organization. In this essay, we explore some literature on social capital and open innovation and illustrate to what extend this literature supports the claim that social networks are becoming an important factor in enabling organizations to learn and innovate. Social capital Social capital is described as the norms, relationships and networks that permit collective action. It simply refers to connections between and within different social networks, in this case organizations, and incorporates features like norms and trust to facilitate cooperation and coordination for mutual benefit (Borgatti & Cross, 2003). Social capital functions through multiple channels, for instance, information flows, which promote exchange of information and learning within and between different organizations. Putnam (2000) highlights that the central ideas mainstreamed in the concept of social networking are reciprocity and relationships. He further notes that social capital is important in the organization because it allows both the employers and employees to resolve collective problems in an appropriate manner. Such an idea is important because it can help resolve modern organizational matters like change management, and enable the organization embrace innovations and thrive. In his analysis, Putman suggests that strengthening social capital will help reduce crime, and promote the achievement of education and learning in the organization. Social capital also helps boost mutual trust. Organizations need trust among its members in order to foster effectiveness. Research studies suggest that where social networks and trust flourish, organizations prosper economically. This is because social networks help eradicate the dangerous impacts of socio-economic disadvantage, as seen in the escalation of non-profit organizations in some areas, especially in the rural areas (Brown & Duguid, 2000). Open innovation Open innovation depicts that organizations should use both internal and external ideas and paths as they seek to advance their technology (Chesbrough, 2003). The concept mainly focuses on the idea that due to the increased knowledge, organizations cannot entirely rely on their own findings but should license inventions and innovations from other organizations. Additionally, internal inventions that are not applied in an organization should be taken outside the organization through either joint ventures or licensing. Open innovation is based on multiple interactions. According to Chesbrough et al., (2006), organizations and businesses obtain enough knowledge through social networks and from the community. Open innovation appears to be a natural procedure, which establishes collaborative networks with stable and flexible organizations that can embed knowledge and make the most use of collective learning within multi-agent systems. Innovations are vital to organizations as they give them a competitive advantage over others. For instance, innovations providing higher levels of value compared to existing products are the ones most likely to successfully penetrate the market and build customer permit. Because in today’s turbulent business environment, innovation often involves external acquisition of technology and, or close collaboration with customers, suppliers, competitors an open innovation perspective is used. Comparison between social capital and open innovation Both concepts highly recommend that social networking is an essential organizational feature as it promotes information sharing and collective action. Through information, sharing organizations can learn from other organizations on essential ideas that can be implemented to promote effectiveness. Information can also be shared within the organizational staff on best practices that can be implemented to achieve set goals and strategies. Modern issues such as change management can easily be resolved through information sharing. Both concepts hold that social networks enhance the organizations capacity to pool knowledge and resources, and are the mechanisms through which flexibility and adaptability are developed in an institution, through multi-stakeholder deliberation and variation of responses. It therefore facilitates the ability of an organization to embrace innovation. Both concepts further acknowledge the fact that innovation in the organization depends on both internal and external ideas. This therefore calls for mechanisms through which such information can be shared to enable the organization innovate. However, such ideas can only be shared through social networking. Contrast between social capital and open innovation Open innovation is a process of change that is directed towards renewing something existing or introducing a new thing. It is a natural process that cannot be controlled, and thus has to be adopted by organizations in order to remain effective. The concept mainly focuses on the idea that due to the increased knowledge, organizations cannot entirely rely on their own findings but should license inventions and innovations from other organizations. Additionally, internal inventions that are not applied in an organization should be taken outside the organization through either joint ventures or licensing. Social capital on the other hand, focuses on social relationships that yield productive benefits for the organization. This theory is basically concerned about the significance of social networks to an organization. For instance, what benefits accrue to an organization by incorporating social networks into its organizational functions? This can for example, help foster learning and information sharing within and between organizations. Therefore, the contrast between the two terms is that open innovation appears to be a natural procedure, which establishes collaborative networks between individuals and organizations, while social capital on the other hand is a neutral resource for developing social networks. Challenges organizations may face when participating in social networks In the world today, many organizations are participating in and using social networks in their daily activities. Social networks are believed to be a part of a formal, informal or purely social institution characterized by a system of a lasting relationship. The adoption of social networks by organizations is because of the many benefits they yield in return. Social networks permit the capability to pool concerns and knowledge and are the mechanisms through which buoyancy and malleability are built into an organization through discrepancy of responses and multi- stakeholders’ deliberation. Consequently, the organization is able to survive various modifications through innovations and invention of new ideas (Robert & Andrew, 2004). Despite these benefits, organizations that participate in social networks have been facing various challenges in the recent times. One of the major challenges is security problems. Currently, criminals are more and more centering their efforts on online social networking sites hoping to snare unsuspecting users and thereafter steal their personal details. Many security professionals are conscious of the security associated social networking issues that are posed by such popular sites as face book and twitter. Current research and reports from security merchants have highlighted the degree of social networking security problems and most of them believe that organizations need to deal with this problem sooner (Martin & Wenpin, 2003). Through social networking sites, employees can also share sensitive company information, which can lead to the downfall of the organization, as competitors will know the strengths and weaknesses of such a company and use them to improve their own. Due to this menace, many companies have been divided on whether or not to allow their employees to use social networks. However, many organizations have seen social network as a powerful channel for communications and marketing with customers, and are accepting it with zeal regardless of any prevalent challenges. Through website hacking, untrustworthy data or information can be displayed in an organizations profile. Such information includes job advertisement or new a product in the market, which can be very misleading especially to the organizations loyal customers. Criminals use this criterion in order to benefit on behalf of the company leaving a poor image to the latter. The use of social networks has been connected with low workforce productivity (Robert & Andrew, 2004). Organizations, companies and individuals are worried about the much time used in managing social network profiles. Opponents have focused on time wasting feature and the network consumed while the employees try to download and share videos. Other scholars such as Bourdieu (1972) and Coleman (1988) agree that social capital can be described as a neutral resource. For instance, social capital can be practically applied to generate inequality as depicted in situations whereby some people gain access to certain powerful positions in the organization because of social connections. Conclusion This essay has focused on social networks and organizations. It has centered on social capital and open innovation and how these notions have portrayed the significance of social networks in an organization. These concepts suggest that, social networks are becoming an important factor enabling organizations to learn and innovate. Both concepts highly recommend that social networking is an essential organizational feature as it promotes information sharing and collective action. According to Robert and Andrew (2004), social networks facilitate the organizations capacity to pool knowledge and resources, and are the mechanisms through which flexibility and adaptability are developed in an institution, through multi-stakeholder deliberation and variation of responses. Despite this, organizations participating in social networks face major challenges as explained above. Some of these challenges include security problems, sharing of sensitive organizational information and low workforce productivity (Martin and Wenpin 2003). However, I believe that correct application of social networks by organizations is a powerful stimulus for informational management, efficiency, innovation and collaboration. References Adler, P., and Kwon, S., 2002. Social capital: Prospects for a new concept. Academy of Management Review, 27(1), 17-40. Borgatti, S., and Cross, R., 2003. A relational view of information seeking and learning in social networks. Journal of Management Science, 49, 432-445. Bourdieu, Pierre. 1972. Outline of a Theory of Practice Brown, J., and Duguid, P., 2000. The social life of information. Boston: Harvard Business School Press. Chesbrough, H., 2003. The era of open innovation. MIT Sloan Management Review 44 (3), 35-41. Chesbrough, H., and Vanhaverbeke, W., West, J. 2006. Open Innovation: Researching a New Paradigm, Oxford: Oxford University Press. Chesbrough, H.,2003. Open Innovation: The new imperative for creating and profiting from technology. Boston: Harvard Business School Press. Coleman, J., 1988. "Social Capital in the Creation of Human Capital". American Journal of Sociology Supplement 94, S95-S120. Martin, K., and Wenpin, T., 2003. Social networks and organizations. London: Sage publishers. Robert P. 2000. Bowling Alone: The collapse and revival of American community, New York: Simon and Schuster: Robert, L., and Andrew, P,. 2004. The hidden power of social networks: understanding how work really gets done in organizations. Boston: Harvard Business Press. Wauters, R., April 2009. “Zuckerberg Admits Facebook Now Has 200 Million Users.” TechCrunch.com. http://www.techcrunch.com/2009/04/08/zuckerberg-welcomes-200-millionth-facebook-user-wants-to-know- how-it-affected-your-life/ Read More