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I posted last month on April's Harvard Business Review article explaining that an old employer's social capital may go up after an employer leaves.

This dealt specifically with the increase in patents a firm might experience after the departure of an inventor to another company. The point is that the old firm tends to gain knowledge from the new company (through an increase in social / relationship capital) as well as the new company gaining knowledge (in the form of human capital) from the old firm.

Well there is also some research reaching very similar conclusions in this Summer's MIT Sloan Management Review.

Continued at: http://blog.social-advantage.com/2008/06/more-on-gaining-social-capital-by.html

 

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Chief Learning Officer magazine ask which function (HR, IT, corporate communications, knowledge management or learning and development) should own an organisation's approach to social networking.

Their answer:

"HR is more likely to own any internally facing social network, but that arrangement isn’t common enough to be considered typical.

When you look internally at an employee-oriented community, you’ve got a number of benefits or goals that you’re looking to achieve with social networks.

They help create a corporate culture of sharing and teamwork. They help increase intracompany communication and collaboration. They facilitate the identification of subject-matter experts. They can improve employee retention because technology is creating new bonds among employees and between employee and company, and that adds a human element to the company.”

Given my past couple of posts about HR's role in steering web 2.0 and social networking, there's a lot of ground to make up before they can take on this role.