Conclusion
In this article, we present multiple approaches utilizing the complex network analysis in organization aimed on inspection of processes related to knowledge management. Based on that, we attempted to formulate suggestions that might be used as a support for managerial decisions and strategy making that would foster knowledge flow, innovativeness, and performance of a company. Innovativeness and performance of employees are based on quality of their interaction; therefore, complex network analysis is a highly suitable tool as it provides methods for inspecting the nature of interacting systems. Analyzing complex networks can provide understanding and insights about qualities and interaction patterns of cooperating employees that would be otherwise very hard to obtain. On the other hand, it is a quantitative method, reflecting upon certain aspects of reality and discarding others. Application of proposed suggestions has to be combined with respect to particular company and people that is the network representing. It is advisable to combine insights from network analysis with other quantitative or qualitative methods and expert decisions in order to achieve desired results. Throughout the text, it was suggested that connecting different parts of network should increase the knowledge flow. On the other hand, supporting the creation of new connections must make sense—it should link people or teams that would benefit from that contact. The architecture of connections matters therefore creating random or collective connections might not end up in the desired outcome (Cowan and Jonard 2004). This argument also supports the need for sensitive combination of network analysis, suitable qualitative methods, and qualified decisions.
