A wide range of products and services has been commoditized as a result of globalization, and a lot of companies have been progressively working to draw on the knowledge creation of their employees to be more competitive. In this respect, some would argue that a "Creative Class" of employees determines the business results of a company. Social networking among employees is a platform for creativity, so when management supports such social networks, the strength of the organization increases. In this paper, we present a quantitative association from our previous research and a theoretical contemplation to provide a management method between the communication of employees and organizational collaboration. Further, we take the case of a company, which is an ICT (Information and Communication Technology) system integrator, using an RFID system, and confirm whether there are causal relationships through a multiple regression analysis of Bayesian statistics. As a result, we found that the egocentric collaboration networks of the Creative Core grew by activating communications (sending emails) among employees. Further, we propose some implications that allow control of collaboration within a company by encouraging communication of the "Creative Core," that is, the central members of the Creative Class by considering the results of this and previous research.
Yuhashi, Hiroyasu and Iijima, Junichi
"The Power to Activate a Creative Core in Enterprise,"
Pacific Asia Journal of the Association for Information Systems:
2, Article 6.
Available at: http://aisel.aisnet.org/pajais/vol2/iss2/6