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Do interactions within networks lead to knowledge management?

Do interactions within networks lead to knowledge management? Purpose – Through Social Capital, this paper seeks to introduce interactions as antecedents of Knowledge Management. Design/methodology/approach – The paper briefly reviews the Social Capital and Knowledge Management literature. It investigates how SC impacts the KM cycle in the literature and then presents statistical evidence using a case study. Findings – Social Capital can be considered as an appropriate infrastructure for Knowledge Management implementation. Research limitations/implications – Social Capital refers to corporate culture; hence it differs in different contexts. This might result in a slight limitation to generalizing the findings to other organization types. Practical implications – Actors' position in a network, trust, norms, teamwork enhance interactions, and encourage cooperation and resource sharing. As a consequence, exchange of knowledge is facilitated and knowledge is shared, created, applied and saved. Originality/value – The paper provides insights to different dimensions of Social Capital and the way it enhances the Knowledge Management cycle. It further clarifies the relationship by statistical evidence via introducing a case study. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Business Strategy Series Emerald Publishing

Do interactions within networks lead to knowledge management?

Abbas Monnavarian; Azadeh Amini
Business Strategy Series , Volume 10 (3): 17 – Apr 24, 2009
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References (24)

Publisher
Emerald Publishing
Copyright
Copyright © 2009 Emerald Group Publishing Limited. All rights reserved.
ISSN
1751-5637
DOI
10.1108/17515630910956561
Publisher site
See Article on Publisher Site

Abstract

Purpose – Through Social Capital, this paper seeks to introduce interactions as antecedents of Knowledge Management. Design/methodology/approach – The paper briefly reviews the Social Capital and Knowledge Management literature. It investigates how SC impacts the KM cycle in the literature and then presents statistical evidence using a case study. Findings – Social Capital can be considered as an appropriate infrastructure for Knowledge Management implementation. Research limitations/implications – Social Capital refers to corporate culture; hence it differs in different contexts. This might result in a slight limitation to generalizing the findings to other organization types. Practical implications – Actors' position in a network, trust, norms, teamwork enhance interactions, and encourage cooperation and resource sharing. As a consequence, exchange of knowledge is facilitated and knowledge is shared, created, applied and saved. Originality/value – The paper provides insights to different dimensions of Social Capital and the way it enhances the Knowledge Management cycle. It further clarifies the relationship by statistical evidence via introducing a case study.

Journal

Business Strategy Series – Emerald Publishing

Published: Apr 24, 2009

Keywords: Social capital; Knowledge creation; Knowledge management; Knowledge capture; Knowledge sharing; Trust

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