Intra-organizational Networks and Performance: A Review
Computational & Mathematical Organization Theory
Motivation, Knowledge Transfer, and Organizational Forms
Organization Science
Networks, Diversity, and Productivity: The Social Capital of Corporate R&D Teams
Organization Science
Collaborative Networks as Determinants of Knowledge Diffusion Patterns
Management Science
The quality of group tacit knowledge
The Journal of Strategic Information Systems
Exploring social networks on the team level-A review of the empirical literature
Journal of Engineering and Technology Management
International Journal of Information Management: The Journal for Information Professionals
International Journal of Information Management: The Journal for Information Professionals
Co-operative work practices and knowledge sharing issues: A comparison of viewpoints
International Journal of Information Management: The Journal for Information Professionals
International Journal of Information Management: The Journal for Information Professionals
Proceedings of the 13th International Conference on Knowledge Management and Knowledge Technologies
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This study aims to find out how different processes of knowledge management and patterns of social networking affect team performance. Our data on teams originate from a sample of different organizations from a variety of both public and private industries in Finland (76 teams; 499 employees). One of the main deficiencies in the current literature on knowledge and networks is that they tend to concentrate on specific types of teams in a single organization context. Our aim was to put the team phenomenon into an everyday context by analysing the interplay of knowledge creation and social networks in teams which function on a permanent basis in a variety of industry contexts. Both knowledge creation and social networking contributed to performance, but the results showed that whereas team members see the knowledge conversion processes as central to performance, top management emphasize the importance of social networks in value creation. In our examination, lively interaction between team members, combined with team leaders' intra-organizational networks, contributed to team performance.