This study includes analysis of a NAB case study. A great conclusion:
Most notable however is that this network shows an elaborate and more pronounced idea-generation practice than we have observed in other networks. A closer look at the content of these conversations reveals the benefit for the corporation when viewed from an organisational learning perspective. For example, in more than a quarter of all instances employees brainstorm matters of corporate strategy, work philosophy, working conditions and sustainability. Furthermore, people engage in dis- cussions about their immediate work processes, exchanging ideas that can be influenced and implemented by the employees themselves. Interestingly, there are also a number of conversations about improvements to or developments of new products and other customer-related issues. Finally, people discuss ideas for personal (skills) development and workplace learning.
