Do interactions within networks lead to knowledge management?
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.
Keywords
Citation
Monnavarian, A. and Amini, A. (2009), "Do interactions within networks lead to knowledge management?", Business Strategy Series, Vol. 10 No. 3, pp. 139-155. https://doi.org/10.1108/17515630910956561
Publisher
:Emerald Group Publishing Limited
Copyright © 2009, Emerald Group Publishing Limited