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AbstractMany researchers are of the view that a firm's knowledge assets include its structure, culture, processes, employees and physical artifacts. The knowledge management (KM) literature has tended to emphasize employee knowledge as a locus for KM efforts. While this viewpoint is perfectly rational and justifiable, there is also a considerable amount of knowledge embedded in the firm's operating procedures. In this paper, we espouse viewing organizational knowledge from this perspective and propose a framework to manage process knowledge. Starting with a definition, classification of processes, and a characterization of the knowledge generation process, we provide seven dimensions by which process knowledge can be viewed: structure, personnel and coordination, performance and tools, discourse, results, quality and implications. They are intended to serve as a starting point for managing process knowledge. The dimensions are illustrated with several examples and implications of the framework are pointed out. Copyright © 2005 John Wiley & Sons, Ltd.

Assessing the impact of an individual's social network on an individual is difficult without administering a large number of surveys. Online social networks with built-in data collection circumvent this problem. The data collected by an exercise-focused social media website and mobile app allowed the estimation of the effect of both the behavior of the social network and the size of that network on the behavior of individual service users (31,200 users reporting 67,699 exercise events with a potential range of 87 weeks). The results are consistent with the theory of normative social behavior in that the amount of exercise reported by the user's social network as well as the size of the user's on-site social network affected the user's exercise behavior over time.