What Managers Think of Informal Networks and Knowledge Sharing by Means of Personal Networking?
The importance of nurturing, accumulating, and efficiently deploying knowledge resources through formal structures and organisational mechanisms is well understood. Recent trends in knowledge management (KM) highlight that the effective creation and transfer of knowledge can also rely upon extra-organisational channels, such as, informal networks. The perception exists that the role of informal networks in knowledge creation and performance has been underestimated in the organisational context. Literature indicates that many managers fail to comprehend and successfully exploit the potential role of informal networks to create value for their organisations. This paper investigates: 1) whether managers share work-specific knowledge with informal contacts within and outside organisational boundaries; and 2) what do they think is the importance of this knowledge collaboration in their learning and work outcomes.
[1] Alavi, M., & Leidner, D. E. (2001). Review: Knowledge Management
and Knowledge Management Systems: Conceptual Foundations and
Research Issues. MIS Quarterly, 25(1), 107-136.
[2] Allen, J., James, A. D., & Gamlen, P. (2007). Formal versus informal
knowledge networks in R&D: a case study using social network
analysis. (Article). R&D Management, 37(3), 179-196.
[3] Anand, V., Manz, C. C., & Glick, W. H. (1998). An Organizational
Memory Approach to Information Management. The Academy of
Management Review, 23(4), 796-809.
[4] Bouty, I. (2000). Interpersonal and Interaction Influences on Informal
Resource Exchanges between R&D Researchers across Organizational
Boundaries. The Academy of Management Journal, 43(1), 50-65.
[5] Bryan, L. L., & Joyce, C. (2005). The 21st-century organization. The
McKinsey Quarterly (3), 21-29.
[6] Burt, Ronald S. (2004). Structural Holes and Good Ideas. The American
Journal of Sociology, 110(2), 349-399.
[7] Chow, W. S., & Chan, L. S. (2008). Social network, social trust and
shared goals in organizational knowledge sharing. Information &
Management, 45(7), 458-465.
[8] Cross, R., Nohria, N., & Parker, A. (2002). Six Myths About Informal
Networks - and How to Overcome Them. MIT Sloan Management
Review, 43(3), 67.
[9] Cross, R., & Parker, A. (2004). The hidden power of social networks:
understanding how work really gets done in organizations. Boston,
Mass.: Harvard Business School Press.
[10] Cross, R., Parker, A., Prusak, L., & Borgatti, S. P. (2001). Knowing
What We Know: Supporting Knowledge Creation and Sharing in Social
Networks. (Article). Organizational Dynamics, 30(2), 100-120.
[11] Cross, R., & Sproull, L. (2004). More Than an Answer: Information
Relationships for Actionable Knowledge. Organization Science, 15(4),
446-462.
[12] Cummings, J. N. (2004). Work Groups, Structural Diversity, and
Knowledge Sharing in a Global Organization. Management Science,
50(3), 352-364.
[13] Cummings, J. N., & Cross, R. (2003). Structural properties of work
groups and their consequences for performance. Social Networks, 25(3),
197-210.
[14] Dahl, M. S., & Pedersen, C. ├ÿ. R. (2004). Social networks in the R&D
process: the case of the wireless communication industry around
Aalborg, Denmark. Journal of Engineering and Technology
Management, 22(1-2), 75-92.
[15] Davenport, T. H. (2005). Thinking for a living : how to get better
performance and results from knowledge workers. Boston, Mass.:
Harvard Business School Press.
[16] Davenport, T. H., & Prusak, L. (2000). Working knowledge: how
organizations manage what they know (New Ed.). Boston, Mass.:
Harvard Business School Press
[17] Davenport, T. H., & Prusak, L. (1998). Working knowledge: how
organizations manage what they know (New Ed.). Boston, Mass.:
Harvard Business School McGraw-Hill
[18] Fleming, L., & Frenken, K. (2007). The evolution of inventor networks
in the Silicon Valley and Boston regions. Advances in Complex
Systems, 10(1), 53-71.
[19] Granovetter, M. (2005). The Impact of Social Structure on Economic
Outcomes. Journal of Economic Perspectives, 19(1), 33-50.
[20] Grant, R. M. (1996). Prospering in Dynamically-Competitive
Environments: Organizational Capability as Knowledge Integration.
Organization Science, 7(4), 375-387.
[21] Haldin-Herrgard, T. (2000). Difficulties in diffusion of tacit knowledge
in organizations. Journal of Intellectual Capital, 1(4), 357-365.
[22] Hansen, M. T., Nohria, N., & Tierney, T. (1999). What's your strategy
for managing knowledge? Harvard Business Review, 106-116.
[23] Harhoff, D., Henkel, J., & von Hippel, E. (2003). Profiting from
voluntary information spillovers: how users benefit by freely revealing
their innovations. Research Policy, 32(10), 1753-1769.
[24] Ichijo, & Nonaka, I. (Eds.). (2007). Knowledge creation and
management: new challenges for managers. Oxford New York: Oxford
University Press.
[25] Kaše, R., Paauwe, J., & Zupan, N. (2009). HR practices, interpersonal
relations, and intrafirm knowledge transfer in knowledge-intensive
firms: a social network perspective. (Article). Human Resource
Management, 48(4), 615-639.
[26] Lawson, B., Petersen, K. J., Cousins, P. D., & Handfield, R. B. (2009).
Knowledge Sharing in Interorganizational Product Development Teams:
The Effect of Formal and Informal Socialization Mechanisms. (Article).
Journal of Product Innovation Management, 26(2), 156-172.
[27] Lee, G. K., & Cole, R. E. (2003). From a Firm-Based to a Community-
Based Model of Knowledge Creation: The Case of the Linux Kernel
Development. Organization Science, 14(6), 633-649.
[28] Levin, D. Z., & Cross, R. (2004). The Strength of Weak Ties You Can
Trust: The Mediating Role of Trust in Effective Knowledge Transfer.
Management Science, 50(11), 1477-1490.
[29] Lundvall, B.-Å. (Ed.). (2010). National systems of innovation: toward a
theory of innovation and interactive learning. London New York, NY:
Anthem.
[30] Nonaka, I., Nishiguchi, & Krogh, V. (Eds.). (2000). Knowledge
creation: a source of value. New York: Macmillan.
[31] Owen-Smith, J., & Powell, W. W. (2004). Knowledge Networks as
Channels and Conduits: The Effects of Spillovers in the Boston
Biotechnology Community ORGANIZATION SCIENCE, 15(1), 5-21.
[32] Reagans, R., & McEvily, B. (2003). Network Structure and Knowledge
Transfer: The Effects of Cohesion and Range. (Article). Administrative
Science Quarterly, 48(2), 240-267.
[33] Riege, A. (2005). Three-dozen knowledge-sharing barriers managers
must consider. Journal of Knowledge Management, 9(3), 18-35.
[34] Saxenian, A. (1991). The origins and dynamics of production networks
in Silicon Valley. Research Policy, 20(5), 423-437.
[35] Saxenian, A. (1994). Regional advantage: culture and competition in
Silicon Valley and Route 128 (1st Harvard University Press pbk. ed.).
Cambridge, Mass.: Harvard University Press.
[36] Schrader, S. (1991). Informal technology transfer between firms:
Cooperation through information trading. Research Policy, 20(2), 153-
170.
[37] Teigland, R., & Wasko, M. M. (2003). Integrating Knowledge through
Information Trading: Examining the Relationship between Boundary
Spanning Communication and Individual Performance*. Decision
Sciences, 34(2), 261-286.
[38] von Hippel, E. (1987). Cooperation between rivals: Informal know-how
trading. Research Policy, 16(6), 291-302.
[39] von Hippel, E. (1994). "Sticky Information" and the Locus of Problem
Solving: Implications for Innovation. (Article). Management Science,
40(4), 429-439.
[40] von Hippel, E., & von Krogh, G. (2003). Open Source Software and the
"Private-Collective" Innovation Model: Issues for Organization Science.
Organization Science, 14(2), 209-223.
[41] Wasko, M. M., Faraj, S., & Teigland, R. (2004). Collective Action and
Knowledge Contribution in Electronic Networks of Practice. Journal of
the Association for Information Systems, 5(11/12), 493-513.
[42] Yongsuk, K. (2008). Formal Boundary Spanning and Informal Boundary
Spanning in Cross-Border Knowledge Sharing: A Case Study. Paper
presented at the 41st Annual Hawaii International Conference On
System Sciences (Hicss), Hawaii.
[43] Zander, U., & Kogut, B. (1995). Knowledge and the Speed of the
Transfer and Imitation of Organizational Capabilities: An Empirical
Test. (Article). Organization Science, 6(1), 76-92.
[1] Alavi, M., & Leidner, D. E. (2001). Review: Knowledge Management
and Knowledge Management Systems: Conceptual Foundations and
Research Issues. MIS Quarterly, 25(1), 107-136.
[2] Allen, J., James, A. D., & Gamlen, P. (2007). Formal versus informal
knowledge networks in R&D: a case study using social network
analysis. (Article). R&D Management, 37(3), 179-196.
[3] Anand, V., Manz, C. C., & Glick, W. H. (1998). An Organizational
Memory Approach to Information Management. The Academy of
Management Review, 23(4), 796-809.
[4] Bouty, I. (2000). Interpersonal and Interaction Influences on Informal
Resource Exchanges between R&D Researchers across Organizational
Boundaries. The Academy of Management Journal, 43(1), 50-65.
[5] Bryan, L. L., & Joyce, C. (2005). The 21st-century organization. The
McKinsey Quarterly (3), 21-29.
[6] Burt, Ronald S. (2004). Structural Holes and Good Ideas. The American
Journal of Sociology, 110(2), 349-399.
[7] Chow, W. S., & Chan, L. S. (2008). Social network, social trust and
shared goals in organizational knowledge sharing. Information &
Management, 45(7), 458-465.
[8] Cross, R., Nohria, N., & Parker, A. (2002). Six Myths About Informal
Networks - and How to Overcome Them. MIT Sloan Management
Review, 43(3), 67.
[9] Cross, R., & Parker, A. (2004). The hidden power of social networks:
understanding how work really gets done in organizations. Boston,
Mass.: Harvard Business School Press.
[10] Cross, R., Parker, A., Prusak, L., & Borgatti, S. P. (2001). Knowing
What We Know: Supporting Knowledge Creation and Sharing in Social
Networks. (Article). Organizational Dynamics, 30(2), 100-120.
[11] Cross, R., & Sproull, L. (2004). More Than an Answer: Information
Relationships for Actionable Knowledge. Organization Science, 15(4),
446-462.
[12] Cummings, J. N. (2004). Work Groups, Structural Diversity, and
Knowledge Sharing in a Global Organization. Management Science,
50(3), 352-364.
[13] Cummings, J. N., & Cross, R. (2003). Structural properties of work
groups and their consequences for performance. Social Networks, 25(3),
197-210.
[14] Dahl, M. S., & Pedersen, C. ├ÿ. R. (2004). Social networks in the R&D
process: the case of the wireless communication industry around
Aalborg, Denmark. Journal of Engineering and Technology
Management, 22(1-2), 75-92.
[15] Davenport, T. H. (2005). Thinking for a living : how to get better
performance and results from knowledge workers. Boston, Mass.:
Harvard Business School Press.
[16] Davenport, T. H., & Prusak, L. (2000). Working knowledge: how
organizations manage what they know (New Ed.). Boston, Mass.:
Harvard Business School Press
[17] Davenport, T. H., & Prusak, L. (1998). Working knowledge: how
organizations manage what they know (New Ed.). Boston, Mass.:
Harvard Business School McGraw-Hill
[18] Fleming, L., & Frenken, K. (2007). The evolution of inventor networks
in the Silicon Valley and Boston regions. Advances in Complex
Systems, 10(1), 53-71.
[19] Granovetter, M. (2005). The Impact of Social Structure on Economic
Outcomes. Journal of Economic Perspectives, 19(1), 33-50.
[20] Grant, R. M. (1996). Prospering in Dynamically-Competitive
Environments: Organizational Capability as Knowledge Integration.
Organization Science, 7(4), 375-387.
[21] Haldin-Herrgard, T. (2000). Difficulties in diffusion of tacit knowledge
in organizations. Journal of Intellectual Capital, 1(4), 357-365.
[22] Hansen, M. T., Nohria, N., & Tierney, T. (1999). What's your strategy
for managing knowledge? Harvard Business Review, 106-116.
[23] Harhoff, D., Henkel, J., & von Hippel, E. (2003). Profiting from
voluntary information spillovers: how users benefit by freely revealing
their innovations. Research Policy, 32(10), 1753-1769.
[24] Ichijo, & Nonaka, I. (Eds.). (2007). Knowledge creation and
management: new challenges for managers. Oxford New York: Oxford
University Press.
[25] Kaše, R., Paauwe, J., & Zupan, N. (2009). HR practices, interpersonal
relations, and intrafirm knowledge transfer in knowledge-intensive
firms: a social network perspective. (Article). Human Resource
Management, 48(4), 615-639.
[26] Lawson, B., Petersen, K. J., Cousins, P. D., & Handfield, R. B. (2009).
Knowledge Sharing in Interorganizational Product Development Teams:
The Effect of Formal and Informal Socialization Mechanisms. (Article).
Journal of Product Innovation Management, 26(2), 156-172.
[27] Lee, G. K., & Cole, R. E. (2003). From a Firm-Based to a Community-
Based Model of Knowledge Creation: The Case of the Linux Kernel
Development. Organization Science, 14(6), 633-649.
[28] Levin, D. Z., & Cross, R. (2004). The Strength of Weak Ties You Can
Trust: The Mediating Role of Trust in Effective Knowledge Transfer.
Management Science, 50(11), 1477-1490.
[29] Lundvall, B.-Å. (Ed.). (2010). National systems of innovation: toward a
theory of innovation and interactive learning. London New York, NY:
Anthem.
[30] Nonaka, I., Nishiguchi, & Krogh, V. (Eds.). (2000). Knowledge
creation: a source of value. New York: Macmillan.
[31] Owen-Smith, J., & Powell, W. W. (2004). Knowledge Networks as
Channels and Conduits: The Effects of Spillovers in the Boston
Biotechnology Community ORGANIZATION SCIENCE, 15(1), 5-21.
[32] Reagans, R., & McEvily, B. (2003). Network Structure and Knowledge
Transfer: The Effects of Cohesion and Range. (Article). Administrative
Science Quarterly, 48(2), 240-267.
[33] Riege, A. (2005). Three-dozen knowledge-sharing barriers managers
must consider. Journal of Knowledge Management, 9(3), 18-35.
[34] Saxenian, A. (1991). The origins and dynamics of production networks
in Silicon Valley. Research Policy, 20(5), 423-437.
[35] Saxenian, A. (1994). Regional advantage: culture and competition in
Silicon Valley and Route 128 (1st Harvard University Press pbk. ed.).
Cambridge, Mass.: Harvard University Press.
[36] Schrader, S. (1991). Informal technology transfer between firms:
Cooperation through information trading. Research Policy, 20(2), 153-
170.
[37] Teigland, R., & Wasko, M. M. (2003). Integrating Knowledge through
Information Trading: Examining the Relationship between Boundary
Spanning Communication and Individual Performance*. Decision
Sciences, 34(2), 261-286.
[38] von Hippel, E. (1987). Cooperation between rivals: Informal know-how
trading. Research Policy, 16(6), 291-302.
[39] von Hippel, E. (1994). "Sticky Information" and the Locus of Problem
Solving: Implications for Innovation. (Article). Management Science,
40(4), 429-439.
[40] von Hippel, E., & von Krogh, G. (2003). Open Source Software and the
"Private-Collective" Innovation Model: Issues for Organization Science.
Organization Science, 14(2), 209-223.
[41] Wasko, M. M., Faraj, S., & Teigland, R. (2004). Collective Action and
Knowledge Contribution in Electronic Networks of Practice. Journal of
the Association for Information Systems, 5(11/12), 493-513.
[42] Yongsuk, K. (2008). Formal Boundary Spanning and Informal Boundary
Spanning in Cross-Border Knowledge Sharing: A Case Study. Paper
presented at the 41st Annual Hawaii International Conference On
System Sciences (Hicss), Hawaii.
[43] Zander, U., & Kogut, B. (1995). Knowledge and the Speed of the
Transfer and Imitation of Organizational Capabilities: An Empirical
Test. (Article). Organization Science, 6(1), 76-92.
@article{"International Journal of Business, Human and Social Sciences:54180", author = "Mahmood Q.K. Ghaznavi and Martin Perry and Paul Toulson and Keri Logan", title = "What Managers Think of Informal Networks and Knowledge Sharing by Means of Personal Networking?", abstract = "The importance of nurturing, accumulating, and efficiently deploying knowledge resources through formal structures and organisational mechanisms is well understood. Recent trends in knowledge management (KM) highlight that the effective creation and transfer of knowledge can also rely upon extra-organisational channels, such as, informal networks. The perception exists that the role of informal networks in knowledge creation and performance has been underestimated in the organisational context. Literature indicates that many managers fail to comprehend and successfully exploit the potential role of informal networks to create value for their organisations. This paper investigates: 1) whether managers share work-specific knowledge with informal contacts within and outside organisational boundaries; and 2) what do they think is the importance of this knowledge collaboration in their learning and work outcomes.
", keywords = "Informal network, knowledge management,
knowledge sharing, performance.", volume = "6", number = "12", pages = "3478-7", }
