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

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  • Alexander Fliaster

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.

Suggested Citation

  • Alexander Fliaster, 2004. "Cross-hierarchical interconnectivity: forms, mechanisms and transformation of leadership culture," Knowledge Management Research & Practice, Taylor & Francis Journals, vol. 2(1), pages 48-57, April.
    • Handle: RePEc:taf:tkmrxx:v:2:y:2004:i:1:p:48-57
    DOI: 10.1057/palgrave.kmrp.8500019
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