An Investigation of the Relationship between Organizational Structure, Tie Strength and Tacit Knowledge Sharing

Hoda Awada ()
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Hoda Awada: The American University of Beirut, Lebanon

International Journal of Behavior Studies in Organizations, 2019, vol. 1, 13-24

Abstract: Previous research firmly established the relation between tie strength and type of knowledge shared in a project or organization. However, the investigation into the effect organizational structure has on both tie strength and knowledge sharing is understudied. This paper investigates the impact of organizational structure on the formation of relationships and tacit knowledge sharing, through understanding networks and the role of tie strength. With the use of a single case study, I collected data and analysed results based on interviews and questionnaires with actors in an advertising and communication firm in Beirut, Lebanon. The latter occurred by studying the organizations network across boundaries, through examining interpersonal relationships spanning both intra-organizational and inter-organizational networks. Findings proved a relation between tie strength and knowledge sharing, and further signified the importance knowledge transfer has on organizational effectiveness with emphasis on knowledge management. Additionally, contributions were made regarding network definitions and the importance of considering organizational structure in the analysis of a firm as it can impact the strength of a tie.

Keywords: Organizational Structure; Tie Strength; Knowledge Sharing; Networks; Organizational Performance (search for similar items in EconPapers)
Date: 2019
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Persistent link: https://EconPapers.repec.org/RePEc:bco:bsoaaa::v:1:y:2019:p:13-24

DOI: 10.32038/JBSO.2019.01.02

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