Distribution of Knowledge, Group Network Structure, and Group Performance

Diane L. Rulke () and Joseph Galaskiewicz
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Diane L. Rulke: School of Management, Royal Holloway, University of London, Surrey TW20 OEX, United Kingdom
Joseph Galaskiewicz: Department of Sociology and Curtis L. Carlson School of Management, University of Minnesota, Minneapolis, Minnesota 55455

Management Science, 2000, vol. 46, issue 5, 612-625

Abstract: This study investigates the effect of knowledge distribution and group structure on performance in MBA game teams. We found that group performance was contingent on the distribution of knowledge within the group and networks of social relationships among group members. Studying 39 teams of MBA students in two management simulation games, we found that, in general, groups that had broadly distributed knowledge, i.e., groups made up of members who had general knowledge, outperformed groups that had knowledge concentrated in different members, i.e., groups made up of members who had specialized or both specialized and general knowledge. However, the advantage that the former enjoyed over the latter disappeared when groups of specialists or mixed groups had decentralized network structures.

Keywords: small groups; networks; group knowledge (search for similar items in EconPapers)
Date: 2000
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Citations: View citations in EconPapers (42)

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