Do interactions within networks lead to knowledge management?

Abstract

PurposeThrough Social Capital, this paper seeks to introduce interactions as antecedents of Knowledge Management.Design/methodology/approachThe 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.FindingsSocial Capital can be considered as an appropriate infrastructure for Knowledge Management implementation.Research limitations/implicationsSocial 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 implicationsActors' 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/valueThe 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.