COLLABORATIVE KNOWLEDGE MANAGEMENT, SOCIAL NETWORKS, AND ORGANIZATIONAL LEARNING

Collaborative Knowledge Management is an approach to enabling organizational intelligence in the enterprise. Collective Knowledge Management is based on a software environment where people work on-line; as they do what they already need to do for individual and team goals, they continuously contribute to the collective knowledge, which is then made available to everyone. The key idea is to motivate participation in a collective knowledge creation process by supporting online environments for collaborative work, and to harvest the value of collaborative work using high precision search, alerting, and related Knowledge management technologies. Collaborative Knowledge Management can be used to:

Manage and organize business or technical information. Employees can create visual interactive charts for separate areas of organizational activity, link them together, and access information across the enterprise. Increase efficiency of meetings and brainstorming sessions. CKM increases productivity of meetings by allowing a team to synchronously "nail down" the results of the session in easy-to-understand form, make results accessible to the team and a wider group of colleagues. Set effective corporate training. Using CKM, training departments can rapidly create visual and interactive material for e-learning programs. Improve project management. Collaborate on project flow, timeline. Update information on a regular basis.

Social network is a well-defined research area in organizational behaviour, psychology, and communication. Social network research focuses on mathematical models of dynamic networks in which the nodes of the networks represent people and the links between them represent some kind of relationship (e.g., friendship, advice, and supervisor/subordinate). Each individual participates in a number of social networks simultaneously, and social networks are a critical resource in building teams and in transmitting and maintaining knowledge in an organization. Organizational learning is a set of processes by which organizations improve their competence; this set of processes is inseparable from organizational performance. In other words, competent performance incorporates elements of learning. Organizational performance can be characterized as a set of processes where each process has one or more goals, outcome measures, constituent steps, and relevant people, artifacts, and knowledge. Organizational learning means that these processes also include anticipating and attending to feedback, creating knowledge from that feedback, and taking action based on that knowledge. Also, organizational learning means that an understanding of the interrelationships between processes is constantly maintained and that those relationships themselves are examined and changed as needed. The primary goal of knowledge management is to improve organisational performance by enabling individuals to capture, share, and apply their collective knowledge to make optimal decisions. Knowledge management is much more than technologies for information sharing and collaboration.

Knowledge management and organisational learning are inter - related. The management of knowledge includes creation and sharing of knowledge, which is a key constituent of learning. However, learning also involves the decision to change future action, which is typically considered a possible outcome of knowledge management. Knowledge management tools allow people to share documents, make comments, engage in discussions, create diagrams, and so on can be valuable aids to support organisational learning. Furthermore, the policies and the ways in which collaborative knowledge management tools are used can facilitate and impede organisational learning, the use of tools changes organisational practice, and an explicit awareness of how tool use can best bring about the desired effects is critical. Another issue relates to the organisational culture, because learning implies that past performance needs to be improved, an organisation must be willing to admit to changing circumstances. Another way to think about the role of information technology in organizational learning is as a way to connect people together to leverage their individual intellectual capital, and this is achieved through social networking. Each individual participates in a number of social networks simultaneously, and social networks are a critical resource in building teams and in transmitting and maintaining knowledge in an organization. By leveraging a mix of collaboration, knowledge management and social networking tools, enterprises can enable employees to quickly access a wealth of information and knowledge across the organization to more effectively respond to client requests. By integrating social networking with your existing systems, you can create new networks that extend beyond employees who know each other, thereby creating enterprise wide collaboration. And this benefit extends far beyond the enterprise. It allows clients to interact with our staff, either through the integration with social networking tools such as Twitter and LinkedIn, or through direct contact. An unexpected benefit is that managers can see who continually responds to questions, helping them identify new leaders and factor this into staffing decisions and promotions. Therefore, information technology supports effective organisational learning by providing persistent and coordinated tools for collaborative knowledge management and social network analysis. However, jus the tools are not enough, an organisation needs to have some kind of systematic practice that will use the tools appropriately to monitor performance, anticipate and attend to feedback and outcome measures, design avenues for change, and then take actions effectively.

CONCLUSION

Collaborative knowledge management is an approach to enabling organisational intelligence in the enterprise. To enhance the knowledge of others and contribute to all the people in the organisation, people work online and do work that they need to do for individual as well as the team work, and then they make that information available to all so that all the people are benefited collaboratively in the organisation. In this way people are motivated to work in a collaborative way so that they create an environment of collaborative work and to add value to the organisation. Collaborative Knowledge management helps to improve the organisational performance by enabling individuals to capture, share and apply their knowledge and share their work by the collaborative tools to make optimal decisions and help the organisation as well as people to improve their performance and enhance the organisational learning. Social network is the way people are connected with each other and how it is beneficial for the organisation. Collaborative knowledge as well as organisational learning is a way to connect people and share their intellectual capital which in turn is done through social networking. Therefore collaboration knowledge management, organisational learning and social network are all inter related to each other. As collaborative knowledge management leads to social networking which in turn enhances the organisation learning and performance.