Designing sticky knowledge networks

Authors:
Ashley A. Bush;Amrit Tiwana
Affiliations:
Florida State University, Tallahassee, FL;Iowa State University, Ames, IA
Venue:
Communications of the ACM - Adaptive complex enterprises
Year:
2005

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Abstract

Much of any organization's experience and expertise remains underused and underexploited simply because it resides not in databases, repositories, or manuals but in the minds of its employees. Attempting to harness such distributed expertise, organizations have begun implementing collaborative knowledge networks---peer-to-peer digital networks connecting individuals with relevant expertise to their peers who need it [10, 11]. Unfortunately, however, successful knowledge networks represent the occasional island dotting a sea of failures. While many organizations are eager adopters of knowledge network systems, individual users frequently abandon them, leaving a trail of million- dollar paperweights. To be self-sustaining, knowledge networks must be sticky, though stickiness is an elusive design objective.