Do interactions within networks lead to knowledge management?

Abstract

Purpose Through Social Capital, this paper seeks to introduce interactions as antecedents of Knowledge Management. Design/methodology/approach The paper briefly reviews the Social Capital and Knowledge Management literature. It investigates how SC impacts the KM cycle in the literature and then presents statistical evidence using a case study. Findings Social Capital can be considered as an appropriate infrastructure for Knowledge Management implementation. Research limitations/implications Social Capital refers to corporate culture; hence it differs in different contexts. This might result in a slight limitation to generalizing the findings to other organization types. Practical implications Actors' position in a network, trust, norms, teamwork enhance interactions, and encourage cooperation and resource sharing. As a consequence, exchange of knowledge is facilitated and knowledge is shared, created, applied and saved. Originality/value The paper provides insights to different dimensions of Social Capital and the way it enhances the Knowledge Management cycle. It further clarifies the relationship by statistical evidence via introducing a case study.

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