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Knowledge Sharing Through Social Networks In Project-Based Organizations

In: People, Knowledge And Technology What Have We Learnt So Far?

Author

Listed:
  • 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)

Abstract

Based 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.

Suggested Citation

  • Wang Jiangdian & Yim-Teo Tien Hua, 2004. "Knowledge Sharing Through Social Networks In Project-Based Organizations," World Scientific Book Chapters, in: Bruno Trezzini & Patrick Lambe & Suliman Hawamdeh (ed.), People, Knowledge And Technology What Have We Learnt So Far?, chapter 17, pages 174-184, World Scientific Publishing Co. Pte. Ltd..
    • Handle: RePEc:wsi:wschap:9789812702081_0017
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