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24 Measuring the Impact of Social Media: Connection, Communication and Collaboration Kimiz Dalkir McGill University, Canada Chapter 2 ABSTRACT This chapter focuses on a method, social network analysis (SNA) that can be used to assess the quantity and quality of connection, communication and collaboration mediated by social tools in an organization. An organization, in the Canadian public sector, is used as a real-life case study to illustrate how SNA can be used in a pre-test/post-test evaluation design to conduct a comparative assessment of methods that can be used before, during and after the implementation of organizational change in work processes. The same evaluation method can be used to assess the impact of introducing new social media such as wikis, expertise locator systems, blogs, Twitter and so on. In other words, while traditional pre-test/ post-test designs can be easily applied to social media, the social media tools themselves can be added to the assessment toolkit. Social network analysis in particular is a good candidate to analyze the con- nections between people and content as well as people with other people. SOCIAL MEDIA IN ORGANIZATIONS Knowledge management researchers have been unified in voicing the notion that the sharing of information and knowledge is critical in all orga- nizations (Nonaka and Takeuchi, 1995, Ruggles, 1998, Davenport and Prusak, 1998). Robert Buckman, of Buckman Labs, an early pioneer in successfully managing knowledge states that it is DOI: 10.4018/978-1-60960-203-1.ch002 the flow of information that gives rise to valuable knowledge: This is not the story of me, but a story about our associates and what they did. We wanted to be- come more customer-driven as an organisation. That meant having our people effectively engaged with them and taking responsibility for satisfying their needs and expectations. To accomplish this, we needed to speed up the processes of sharing knowledge so we could serve our customers better. Copyright © 2011, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited.