Handbook of Organizational Learning and Knowledge Management, Second Edition

Introduction

Both knowledge and networks are crucial to many organizations (Arikan, 2009; Cross and Cummings, 2004; Zaheer and Bell, 2005). The competitive landscape propels firms to innovate and explore new opportunities, so as to outmaneuver competitors and achieve a competitive edge. Since knowledge is a bedrock ingredient of innovation, it has become significant to success (Grant, 1996). However, the knowledge required to innovate is not always readily available within a firm. To meet such deficiencies, firms can create knowledge internally or they can acquire knowledge through external constituents (Van Wijk et al., 2008). Networks benefit firms in gaining access to knowledge, in facilitating learning processes, in transferring knowledge, and in fostering knowledge integration and creation. In this chapter, state-of-the-art and received insights of how networks facilitate the management and organization of knowledge and learning are reviewed and consolidated, while prospective research avenues are discussed.

The study of knowledge and networks in the management field traces its origins back to the 1950s and 1960s, with seminal contributions such as those of Cangelosi and Dill (1965), Penrose (1959), and Evan (1965). Over the years, research in knowledge and networks has developed into two strong individual research streams. Recently firms have started to establish networks to gain access to and facilitate the organization and management of knowledge. Research in which knowledge ...