The Paradox of Knowledge Networks: Why More Knowledge Does Not Always Make You More Successful

Abstract

The purpose of this research was to further the understanding of knowledge exchange within organisations by examining how the dyadic relationships between individuals, in terms of the channels of communication used (structural capital), knowledge awareness (cognitive capital), and the quality of their relationships (relational capital), influence opportunities for knowledge exchange (access to advice), and ultimately individual performance. data were analysed using social network analysis to determine individual network centralities, and structural equation modelling was used to test the hypotheses at the individual level. The findings suggest (1) face-to-face channels with trusted sources are the most preferred method for exchanging sensitive knowledge, (2) knowing where expertise resides and source availability is key to research knowledge exchange, and (3) centrality in knowledge network does not result in uniform increases in individual performance. While technology has the potential to increase the efficiency of knowledge exchange by removing the barriers to same-time, same-place interactions, computer-mediated communication may actually inhibit the exchange of tacit knowledge and advice because of the lean medium of the exchange, negatively impacting performance. Using a network perspective, this study adds to the literature on intra-organisational learning networks by examining how an individual’s use of different communication channels to share knowledge is related to centrality in knowledge networks, and how this impacts individual performance.