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.
Available at: https://aisel.aisnet.org/pajais/vol2/iss2/6/
Yuhashi, Hiroyasu and Iijima, Junichi
"The Power to Activate a Creative Core in Enterprise,"
Pacific Asia Journal of the Association for Information Systems: Vol. 2:
2, Article 6.
Available at: https://aisel.aisnet.org/pajais/vol2/iss2/6