KNOWLEDGE SHARING THROUGH SOCIAL NETWORKS IN PROJECT-BASED ORGANIZATIONS

Wang Jiangdian and Yim-Teo Tien Hua
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Wang Jiangdian: Technology and Enterprise Management Research Group, School of Electrical and Electronic Engineering, Nanyang Technological University, 639798, Singapore
Yim-Teo Tien Hua: Technology and Enterprise Management Research Group, School of Electrical and Electronic Engineering, Nanyang Technological University, 639798, Singapore

Chapter 17 in People, Knowledge and Technology:What Have We Learnt So Far?, 2004, pp 174-184 from World Scientific Publishing Co. Pte. Ltd.

Abstract: AbstractBased on literature on knowledge management and social networks, this paper investigates the effects of four aspects, namely perceived task interdependency, hierarchical distance, historical experiences and background homophily, on the formation of mutual-choice relations for knowledge benefit in project-based organizations. In addition, this paper also finds that the strength of relations for knowledge sharing affects project members’ preference of knowledge management approaches. Strong ties support the choice of Human-Centric (HC) Knowledge Management approaches, when people obtain double-loop knowledge benefits; while weak ties support a beneficial effect on the use of Technology-Centric (TC) Knowledge Management approaches, when dyads share single-loop knowledge benefits.

Keywords: Knowledge Management; Innovation; Communities; Collaboration; Knowledge Sharing; Culture; Knowledge Creation; Knowledge Management Strategies; Knowledge Discovery (search for similar items in EconPapers)
Date: 2004
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