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.

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