{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,3,25]],"date-time":"2026-03-25T21:46:23Z","timestamp":1774475183105,"version":"3.50.1"},"reference-count":30,"publisher":"Emerald","issue":"6","license":[{"start":{"date-parts":[[2005,12,1]],"date-time":"2005-12-01T00:00:00Z","timestamp":1133395200000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2005,12,1]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-heading\">Purpose<\/jats:title><jats:p><jats:italic>The purpose of the research is to study the set\u2010up processes of formal networks in a multinational high\u2010tech corporation consisting of multiple business units. The aim is to learn more about what management can do in order to support the fragile process of setting up new knowledge networks.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title><jats:p><jats:italic>The research project had a problem\u2010solving approach, which is why action research was selected as the method.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Findings<\/jats:title><jats:p><jats:italic>Based on the research the following findings are discussed: identify and support knowledge activists, put knowledge networks on the strategic agenda, formal networks being vulnerable to major organizational changes, create an understanding for how formal networks can coexist with the line organization.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Research limitations\/implications<\/jats:title><jats:p><jats:italic>Limitations of the study relate to the fact that the knowledge networks were set up within the same company. That the knowledge networks were set up during a turbulent time when cost reductions were a top priority may also limit the generalizability of the findings.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Practical implications<\/jats:title><jats:p><jats:italic>The findings of the research can help managers to set up a knowledge network successfully. If management is aware of the issues that could be encountered in a knowledge network set\u2010up, the chances for a successful knowledge network implementation will be enhanced.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p><jats:italic>Systematic research regarding the actual process of a knowledge network set\u2010up is lacking. This research fills this gap by the practical characteristics of the research project and its practical implications for management.<\/jats:italic><\/jats:p><\/jats:sec>","DOI":"10.1108\/13673270510629936","type":"journal-article","created":{"date-parts":[[2007,1,15]],"date-time":"2007-01-15T19:22:50Z","timestamp":1168888970000},"page":"17-29","source":"Crossref","is-referenced-by-count":34,"title":["Creating knowledge networks: lessons from practice"],"prefix":"10.1108","volume":"9","author":[{"given":"Mikael","family":"Sch\u00f6nstr\u00f6m","sequence":"first","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"140","reference":[{"key":"key2021010619433587300_b1","unstructured":"Baskerville, R.L. (1999), \u201cInvestigating information systems with action research\u201d, Communications of the AIS, Vol. 2, art. 19."},{"key":"key2021010619433587300_b2","unstructured":"Baskerville, R.L. and Wood\u2010Harper, A.T. 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