000			01346pab a2200205 454500
008			140923b0 xxu||||| |||| 00| 0 eng d
040			_cWelingkar Institute of Management Development & Research, Mumbai _aWelingkar Institute of Management Development & Research, Mumbai
041			_aENG
082			_a _bMcD
100			_aMcDermott Richard
245			_aHarnessing Your Staff's Informal Networks
250			_a3
260			_a _bMarch 2010 _c0
300			_a78-85 Pp.
490			_v5
520			_aThe article discusses the integration of employees' informal social networks into the organization's formal management practices. The advantages of having communities of practice share information and collaborate on innovation or problem solving are noted. Research that was conducted by Warwick Business School's Knowledge and Innovation Network and financed by Schlumberger company and the Warwick Innovative Manufacturing Research Centre is discussed. The development of global communities of practice at the construction and engineering company Fluor is mentioned. Four principles related to the communities' effectiveness are discussed. INSETS: Idea in Brief;How Communities Differ from Teams.
650			_aInformal Networks, Global Communities
856			_uhttp://192.168.6.13/libsuite/mm_files/Articles/AR11515.pdf
906			_a34473
999			_c31297 _d31297