WHAT IS A “GOOD” SOCIAL NETWORK FOR POLICY IMPLEMENTATION? THE FLOW OF KNOW-HOW FOR ORGANIZATIONAL CHANGE

Kenneth A. Frank · William R. Penuel · Ann E. Krause

48 citations0/0 files storedJournal of Policy Analysis and Management

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Knowledge Management and Sharing Public Policy and Administration Research Management and Organizational Studies

Abstract

This study concerns how intraorganizational networks affect the implementation of policies and practices in organizations. In particular, we attend to the role of the informal subgroup or clique in cultivating and distributing locally adapted and integrated knowledge, or know-how. We develop two hypotheses based on the importance of intraorganizational coordination for an organization's capacity for change. The first emphasizes the importance of distributing know-how evenly to potential recipient subgroups. The second emphasizes the importance of restricting know-how to flow from high know-how subgroups. We test our hypotheses with longitudinal network data in 21 schools, finding stronger support for the second hypothesis than the first. Our findings can help managers cultivate know-how flows to contribute to organizational change.

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References

1973The Strength of Weak Ties 2001Econometric Analysis of Cross Section and Panel Data 1994A Dynamic Theory of Organizational Knowledge Creation 1987Knowledge and Teaching:Foundations of the New Reform 2017Exchange and Power in Social Life 1998Social Capital, Intellectual Capital, and the Organizational Advantage 1965Exchange and Power in Social Life.1992Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology

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