Cross-hierarchical interconnectivity: forms, mechanisms and transformation of leadership culture

Alexander Fliaster

Knowledge Management Research & Practice, 2004, vol. 2, issue 1, 48-57

Abstract: Cross-hierarchical interconnectivity is a social process of transmission and alignment of previously separated pieces of knowledge from idiosyncratic contexts of individuals at different hierarchical levels in an organisation. This paper advocates that the management of interconnectivity can contribute to organisational competitiveness, especially in terms of adaptability, innovation, and cohesion. Based on the parameters of mode, actor's culture, time, direction, type of knowledge, and medium, a portfolio of interconnectivity is suggested and the core forms and mechanisms of interconnectivity, which are represented in the portfolio matrix, are discussed in depth. Finally, the specific culture of corporate executives and how it can be improved in order to encourage interconnectivity is analysed.

Date: 2004
References: Add references at CitEc
Citations:

Downloads: (external link)
http://hdl.handle.net/10.1057/palgrave.kmrp.8500019 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:taf:tkmrxx:v:2:y:2004:i:1:p:48-57

Ordering information: This journal article can be ordered from
http://www.tandfonline.com/pricing/journal/tkmr20

DOI: 10.1057/palgrave.kmrp.8500019

Access Statistics for this article

Knowledge Management Research & Practice is currently edited by Giovanni Schiuma

More articles in Knowledge Management Research & Practice from Taylor & Francis Journals
Bibliographic data for series maintained by Chris Longhurst ().