Architecting the Informal: How Corporate Social Networks Transform the Enterprise
Social networking, social network technologies, and the enterprise
This research proposal explores the organizational impact of Corporate Social Networking Technologies (cSNT), specifically investigating how these tools interact with informal social networks to enhance knowledge sharing. By synthesizing Social Network Theory and Actor-Network Theory, the author proposes a multi-level comparative case study to evaluate how cSNTs affect expertise location and social capital in large enterprises.
TL;DR
Most organizational charts are lies—the real work happens through informal "watercooler" networks. This research by Mohammad Hossein Jarrahi explores how Corporate Social Networking Technologies (cSNT)—internal versions of Facebook like IBM’s "Beehive"—formalize these informal ties to solve the "search-transfer" problem of corporate knowledge.
The "Invisible Work" Problem
In large, globally distributed enterprises, the greatest hurdle to innovation isn't a lack of expertise; it is the inability to find it. Traditional knowledge management systems (databases and wikis) often fail because they treat knowledge as static objects.
The author argues that true knowledge sharing is relational. However, prior research has focused almost exclusively on public social media (teens on Facebook), leaving a "black box" regarding how internal, firewalled networks function within a corporate hierarchy.
Methodology: The Socio-Technical Lens
Jarrahi proposes that cSNTs and informal networks are mutually constitutive—meaning the technology shapes the social structure, and the social culture redefines how the technology is used.
Comparative Case Study Design
To understand this, the research compares two distinct approaches:
- Custom-Built Solutions: Tailored to specific corporate cultures (e.g., IBM, Microsoft).
- Off-the-Shelf Solutions: Standardized platforms (e.g., SelectMinds).
By using Social Network Analysis (SNA), the study maps how information flows change before and after the implementation of these tools.
Figure 1: The intersection of social ties and technological platforms.
Why ROI Fails cSNT
A central argument of the paper is that traditional financial metrics (Return on Investment) are ill-equipped to measure the success of a social network. You cannot easily put a dollar value on a "weak tie" that leads to a breakthrough three months later.
Instead, the research advocates for a value model based on:
- Awareness: Knowing what colleagues in other departments are doing.
- Expertise Location: Reducing the "path length" between a question and a specialist.
- Social Capital: Building trust and rapport that facilitates risk-taking.
Figure 2: Examples of early corporate social network implementations across industry leaders.
Professional Insight & Future Outlook
This work marks a shift from viewing "socializing at work" as a distraction to seeing it as a strategic infrastructure. In the decade since this proposal, we have seen this vision materialize in platforms like Slack and Teams.
However, the author's warning remains relevant: technology can constrain as much as it enables. If a cSNT is too rigid or monitored, employees will retreat back to private, untraceable channels, defeating the purpose of "making the invisible visible."
Takeaway for Leaders
Don't just launch a social platform and expect a community to form. Understand the existing informal networks first, then select a technology that serves as a "bridge" between those hidden silos.