Knowledge sharing within a cooperative organization is an important issue since the power of its outcome has been the principal source of competitive advantage over the competitors in the market. However, without a proper collective knowledge management, its utilization as a strategic weapon or competitive advantage becomes difficult and inefficient. From an organizational perspective, the most important aspect of knowledge management is to transfer knowledge. In this regards, organizations must adopt structures that allow them to create and transfer more knowledge. Organizational communication structure affects the nature of human interactions and information flow which in its own turn can lead to a competitive advantage in the knowledge economy. However, in addition to that, social relationships between individuals in an organization can also be utilized to produce positive returns. In this article we emphasize the role of individual structural importance within an organizational informal communication structure as a mechanism for knowledge flow and speeding up organizational learning. Our experimental results indicate the fact that structural position of individuals within their informal communication networks can help the network members to have a better access to ongoing information exchange processes in the organization. The results of our analyses also show that organizational learning through an informal communication network of people in the form of scale-free connectivity pattern is faster comparing to the small-world connectivity style.
Knowledge management system Knowledge sharing Centrality measures Informal communication network topology Organizational learning Agent-based modeling
This is a preview of subscription content, log in to check access.
This research has been funded by the “Leaders Industry-University Cooperation” Project, supported by the Ministry of Education.
Alazmi M, Zairi M (2003) Knowledge management critical success factors. Total Qual Manag Bus Excell 14(2):199–204CrossRefGoogle Scholar
Argote L, Greve H (2007) A behavioral theory of the firm—40 years and counting: introduction and impact. Organ Sci 18(3):337–349CrossRefGoogle Scholar
Argyris C, Schön D (1978) Organizational learning: a theory of action perspective. Addison-Wesley, Reading MAGoogle Scholar
Axley SR (2000) Communicating change: questions to consider. Indust Manag 42(4):18–22Google Scholar
Cross RL, Parker A (2004) The hidden power of social networks: Understanding how work really gets done in organizations. Harvard Business PressGoogle Scholar
Crosson MM, Bedrow I (2003) Organizational learning and strategic renewal. Strategic Manag J 24:1087–1105CrossRefGoogle Scholar
Fang C, Lee J, Schilling MA (2010) Balancing exploration and exploitation through structural design: the isolation of subgroups and organizational learning. Organ Sci 21(3):625–642CrossRefGoogle Scholar
Fleming L (2001) Recombinant uncertainty in technological search. Manag Sci 47(1):117–132CrossRefGoogle Scholar
Freeman L, Borgatti SP, White DR (1991) Centrality in valued graphs: a measure of betweenness based on network flow. Soc Netw 13(2):141–154MathSciNetCrossRefGoogle Scholar
Gupta AK, Smith KG, Shalley CE (2006) The interplay between exploration and exploitation. Acad Manag J 49:693–706CrossRefGoogle Scholar
Harshman EF, Harshman CL (1999) Communicating with employees: building on an ethical foundation. J Bus Ethics 19(1):3–19CrossRefGoogle Scholar
Hasanali F (2002) Critical success factors of knowledge management. Knowledge Manag AdvanGoogle Scholar
Hatala JP (2006) Social network analysis in human resource development: a new methodology. Hum Resour Dev Rev 5(1):45–71CrossRefGoogle Scholar
Hatala JP, George Lutta J (2009) Managing information sharing within an organizational setting: a social network perspective. Perform Improv Q 21(4):5–33CrossRefGoogle Scholar
Jansen JJP, Van Den Bosch FAJ, Volberda HW (2006) Exploratory innovation, exploitative innovation, and performance: effects of organizational antecedents and environmental moderators. Manag Sci 52(11):1661–1674CrossRefGoogle Scholar
Johanson JE (2000) Formal structure and intra-organizational networks. an analysis in a combined social and health organization in Finland. Scand J Manag 16(3):249–267CrossRefGoogle Scholar
Kane GC, Alavi M (2007) Information technology and organizational learning: an investigation of exploration and exploitation processes. Organ Sci 18(5):796–812CrossRefGoogle Scholar
Kim DH (1998) The link between individual and organizational learning. Sloan ManagGoogle Scholar