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The Search-Transfer Problem: The Role of Weak Ties in Sharing Knowledge across Organization Subunits

The Search-Transfer Problem: The Role of Weak Ties in Sharing Knowledge across Organization Subunits This paper combines the concept of weak ties from social network research and the notion of complex knowledge to explain the role of weak ties in sharing knowledge across organization subunits in a multiunit organization. I use a network study of 120 new-product development projects undertaken by 41 divisions in a large electronics company to examine the task of developing new products in the least amount of time. Findings show that weak interunit ties help a project team search for useful knowledge in other subunits but impede the transfer of complex knowledge, which tends to require a strong tie between the two parties to a transfer. Having weak interunit ties speeds up projects when knowledge is not complex but slows them down when the knowledge to be transferred is highly complex. I discuss the implications of these findings for research on social networks and product innovation. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Administrative Science Quarterly SAGE

The Search-Transfer Problem: The Role of Weak Ties in Sharing Knowledge across Organization Subunits

Hansen, Morten T.
Administrative Science Quarterly , Volume 44 (1): 30 – Mar 1, 1999
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References (48)

Publisher
SAGE
Copyright
© 1999 Johnson Graduate School, Cornell University
ISSN
0001-8392
eISSN
1930-3815
DOI
10.2307/2667032
Publisher site
See Article on Publisher Site

Abstract

This paper combines the concept of weak ties from social network research and the notion of complex knowledge to explain the role of weak ties in sharing knowledge across organization subunits in a multiunit organization. I use a network study of 120 new-product development projects undertaken by 41 divisions in a large electronics company to examine the task of developing new products in the least amount of time. Findings show that weak interunit ties help a project team search for useful knowledge in other subunits but impede the transfer of complex knowledge, which tends to require a strong tie between the two parties to a transfer. Having weak interunit ties speeds up projects when knowledge is not complex but slows them down when the knowledge to be transferred is highly complex. I discuss the implications of these findings for research on social networks and product innovation.

Journal

Administrative Science Quarterly – SAGE

Published: Mar 1, 1999

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