Social Network Analysis Of Inner-organization Knowledge Transferring

It is important for chains to learn knowledge management and knowledgetransfer. In view of different distributions in many locations with the same businessunits and almost the same products and services, it’s necessary for chains to foster abetter knowledge forming and knowledge transferring mechanism. Then, storemanager as a key-man in hotel operation plays a vital role in knowledge transferringand knowledge sharing. It has great practical significance to research oninner-organization. Meanwhile, with widely-spread social network analysis used inrecent research, academic circles mainly study on characteristic of knowledgenetwork, knowledge transferring factors of innovating enterprise and multinationalcorporations. Therefore, it is worthwhile for academic circles to do further research oninner-organization chains by applying social network analysis on operation andmanagement.Mixed methodology and social network analysis are used in this research toanalyze the inner organization knowledge transferring of chains. The research isdivided into three stages: The first stage is qualitative analysis, by interviewing25store managers from China’s seven famous economy hotel chains such as regionalgeneral manager and manager assistants in Home Inn,7days, Hanting, Jinjiang Inn,City Inn， Vienna Hotel and Eaka365, which aims to summarize knowledgetransferring characteristic with grounded theory, and five research hypothesis areconcluded. The second stage is quantitative analysis, which is based on questionnairesurvey from Eaka365hotel. In the third stage, the store manager knowledgenetwork’s characteristic is analyzed. During this process, several network charts willbe come up and an embedded case of Eaka365will be for furfure explanation.The main purpose of this study is to explore the knowledge transferringmechanism based on economy hotel chains. Through this study, we mainly found that:First, evolution of the store managers’ knowledge transferring and the selection ofknowledge transferring path are summarized. Second, the core factors that influencemanagers’ knowledge are concluded, which mainly includes task urgency, corporate’sharmonious environment and the openness of store manager. Third, store managers’knowledge transferring network can be analyzed from the sending knowledgesource and receiving knowledge source. This research has concluded the evolution of the store managers’ knowledgetransferring and the selection of knowledge transferring path by comparing differentstore managers from different hotel corporations. Besides, the factors that causedinternal information and knowledge asymmetry have been reached. All aboveconclusion are the key theory innovation, which can not only rich recent academicfindings about knowledge transferring but also assist the internal operation ofcorporations.