Bridging the Knowledge Gap: The Influence of Strong Ties, Network Cohesion, and Network Range on the Transfer of Knowledge Between Organizational Units

Marco Tortoriello (), Ray Reagans () and Bill McEvily ()
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Marco Tortoriello: IESE Business School, 28023 Madrid, Spain
Ray Reagans: MIT Sloan School of Management, Cambridge, Massachusetts 02142
Bill McEvily: Rotman School of Management, University of Toronto, Toronto, Ontario M5S 3E6, Canada

Organization Science, 2012, vol. 23, issue 4, 1024-1039

Abstract: Prior research has emphasized the importance of boundary spanners in facilitating the transfer of knowledge between organizational units. The successful transfer of knowledge between organizational units is critical for a number of organizational processes and performance outcomes. The empirical evidence on the success of boundary spanners is mixed, however. Research findings indicate boundary spanners can either facilitate or inhibit the flow of knowledge between organizational units. We develop and test a theoretical argument emphasizing the importance of the broader network context in which boundary spanning occurs. In particular, we consider how tie strength, network cohesion, and network range affect the level of knowledge acquired in cross-unit knowledge transfer relationships. An analysis of knowledge transfer relationships among several hundred scientists indicates that each network feature had a positive effect on the level of knowledge acquired in cross-unit knowledge transfer relationships. Our findings illustrate how network features contribute to the flow of knowledge between organizational units and, therefore, how network context contributes to heterogeneity in boundary-spanning outcomes.

Keywords: social networks; organizational boundaries; knowledge management (search for similar items in EconPapers)
Date: 2012
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Citations: View citations in EconPapers (96)

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Persistent link: https://EconPapers.repec.org/RePEc:inm:ororsc:v:23:y:2012:i:4:p:1024-1039

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