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Chapter Extension 11

hyper-social org
an org that uses social media to transform its interactions with customers, employees, and partners into mutually satisfying relationships with them and their communities
the four transitions made by a hyper-social org
-Mkt Segments->Tribes
-Structure & Control->Messiness
channels v. networks
channels transmit data
networks transmit knowledge
(hyper-social organizations use channels to transmit messages valued by recipients)
“consumers become humans”
consumers are skeptical of organizational messages and no longer listen.
market segments become tribes
market segments have key traits and characteristics.
Tribes have relationships for defending beliefs or seeking the truth.
channels become networks
information–> knowledge
a dynamic process to transition from established, structured messaging processes to fluid, dynamic ones.
5 major activities:
Sense, Engage, Activate, Measure, Story tell
Important communities. What they do, where they hang out, what they care about, how your org can relate to them.
2 functions:
1) determining what the communicates you care about are saying about you
2) Identifying the structure, goals, and dynamic of communities with which you want to relate.
In relationships. Talk with, not to, community members (customers, employees, partners).
Connect communities to your internal value chains and processes
Success in terms of social capital.
Story tell
Publicize community successes. Take a backseat role to the community.
key users
Personnel trained to perform SM engagement tasks. Serve as a buffer and a filter for possible inappropriate content.
active lurker
someone who reads, consumers, and observes activity in one social medium and then broadcasts it in some other medium.
knowledge management
the process of creating value from intellectual capital and sharing the knowledge with employees, managers, suppliers, customers, and others who need that capital.
how does KM benefit an organization?
Improve Process Quality (measured by effectiveness and efficiency)
Increase team strength
export systems
rule-based systems that encode human knowledge in the form of If/Then rules
If/Then rules
statements that specify if a particular condition exists, then to take some action.
expert systems shells
the programs that process a set of rules
rules until no value changes
disadvantages of expert systems
1) difficult and expensive to develop
2) difficult to maintain
3) unable to live up to the high expectations set by their name
content management systems (CMS)
info systems that support the management and delivery of documents and other expressions of employee knowledge
typical users of CMS
companies that sell complicated products and want to share their knowledge of those products with employees and customers
challenges of content management
1) most databases are huge
2) CMS content is dynamic
3) documents don’t exist in isolation from each other
4) document contents are perishable
5) problem for multinational companies
alternatives to CM apps
in-house custom
off-the shelf
public search engine
in-house custom
orgs develop their own in-house content management applications
horizontal market products like Microsoft SharePoint
Some choose vertical market- more functionality than most in-house systems and are far less expensive
hyper-social knowledge management
the application of social media and related applications for the management and delivery of organizational knowledge of resources
rich directory
an employee directory that includes not only the standard name, email, phone, and address, but also organizational structure and expertise.
can be either public or private
2 human factors than inhibit knowledge sharing in hyper-social organizations
employees can be reluctant to exhibit their ignorance
employee competition

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