Basics of qualitative research: Grounded theory procedures and techniques

The Social Psychology of Organizations.

Trust: The Social Virtues and the Creation of Prosperity

This research considers how different features of informal networks affect knowledge transfer. As a complement to previous research that has emphasized the dyadic tie strength component of informal...

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Network Structure and Knowledge Transfer: The Effects of Cohesion and Range:

http://ivl.cns.iu.edu/km/pres/2009-zoss-links/2009-zoss-links-research-design/references/borgattifoster.pdf

The Network Paradigm in Organizational Research: A Review and Typology

Research has demonstrated that relationships are critical to knowledge creation and transfer, yet findings have been mixed regarding the importance of relational and structural characteristics of social capital for the receipt of tacit and explicit knowledge. We propose and test a model of two-party (dyadic) knowledge exchange, with strong support in each of the three companies surveyed. First, the link between strong ties and receipt of useful knowledge (as reported by the knowledge seeker) was mediated by competence- and benevolence-based trust. Second, once we controlled for these two trustworthiness dimensions, the structural benefit ofweak ties emerged. This finding is consistent with prior research suggesting that weak ties provide access to nonredundant information. Third, competence-based trust was especially important for the receipt of tacit knowledge. We discuss implications for theory and practice.

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The Strength of Weak Ties You Can Trust: The Mediating Role of Trust in Effective Knowledge Transfer

Research in organizational learning has demonstrated processes and occasionally performance implications of acquisition of declarative (know-what) and procedural (know-how) knowledge. However, considerably less attention has been paid to learned characteristics of relationships that affect the decision to seek information from other people. Based on a review of the social network, information processing, and organizational learning literatures, along with the results of a previous qualitative study, we propose a formal model of information seeking in which the probability of seeking information from another person is a function of (1) knowing what that person knows; (2) valuing what that person knows; (3) being able to gain timely access to that person's thinking; and (4) perceiving that seeking information from that person would not be too costly. We also hypothesize that the knowing, access, and cost variables mediate the relationship between physical proximity and information seeking. The model is tested using two separate research sites to provide replication. The results indicate strong support for the model and the mediation hypothesis (with the exception of the cost variable). Implications are drawn for the study of both transactive memory and organizational learning, as well as for management practice.

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A Relational View of Information Seeking and Learning in Social Networks

Preface Part 1 How Work Really Gets Done in Organizations Chapter 1 The Hidden Power of Social Networks Chapter 2 Across the Great Divide: Finding and Fixing Critical Disconnects in Organizations Chapter 3 Knowing What We Know: Developing a Sense and Respond Organizational Capability Chapter 4 Charged Up: Creating Energy in Organizations Part 2 How Managers Manage Social Networks Chapter 5 Pinpointing the Problem: Improving Networks through Individuals Chapter 6 Building Bridges: Initiating, Developing and Maintaining Networks Chapter 7 Breaking the Mold:Aligning Organizational Context To Sustain Appropriate Network Patterns Chapter 8 Uncharted Territory: The Future and Challenges of Networks in Organizations Appendix A Conducting and Interpreting Social Network Analysis Appendix B Tools for Promoting Network Connectivity Notes Bibliography About the Authors Index

The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations

http://www.analytictech.com/borgatti/papers/borgatti%20-%20knowing%20what%20we%20know.pdf

Knowing What We Know: Supporting Knowledge Creation and Sharing in Social Networks

Many early knowledge management initiatives focused heavily on informationtechnology and codified knowledge and so missed performance improvementopportunities from interventions targeting knowledge embedded within networks ofemployees. Despite advanced technical solutions employed to manage organizationalknowledge, we continue to find that people are often more reliant on other people thanthey are on databases when seeking answers to unstructured questions. As a result,organizations creating more cohesive networks on knowledge related dimensions arebetter able to collectively solve problems, create new knowledge and transfer explicit andtacit knowledge embodied within employees. The following article reports on a cross-industry research program assessing ways to promote knowledge creation and transfer innetworks of employees. Specifically, we have found four characteristics of relationshipsimportant for knowledge creation in networks: 1) knowing what others know; 2) havingaccess to other people’s thinking; 3) having people be willing to actively engage inproblem solving; and 4) having a safe relationship to promote learning and creativity.Mapping these dimensions in social networks yields targeted social and technicalinterventions managers can employ to improve a network’s ability to create and shareknowledge.

Rob Cross

Papers

The Strength of Weak Ties You Can Trust: The Mediating Role of Trust in Effective Knowledge Transfer

A Relational View of Information Seeking and Learning in Social Networks

The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations

Knowing What We Know: Supporting Knowledge Creation and Sharing in Social Networks

WHITE PAPER Knowing What We Know: Supporting Knowledge Creation and Sharing in Social Networks