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R esearch in organizational learning has demonstrated processes and occasionally performance implications of acquisition of declarative (know-what) and procedural (know-how) knowledge. However, considerably less attention has been paid to learned characteristics of relationships that affect the decision to seek information from other people. Based on a(More)
O ver the past decade, significant restructuring efforts have resulted in organizations with fewer hierarchical levels and more permeable internal and external boundaries. A byproduct of these restructuring efforts is that coordination and work increasingly occur through informal networks of relationships rather than through channels tightly prescribed by(More)
Crafting an Answer " So the call came in late on Thursday afternoon and right away I wished I hadn't answered the phone. We had received a last-second opportunity to bid on a sizable piece of work that the Partner on the other end of the line really wanted to pursue. I had no clue how to even begin looking for relevant methodologies or case examples, so my(More)
—Research in the information processing, situated learning, and social network traditions has consistently demonstrated the importance of social networks for acquiring information. However, we know little about how organizational relationships established by a relative position in a formal structure or social relationships established by interpersonal(More)
Prior meta-analytic evidence has indicated no association between relationship length and perceived trustworthiness. Viewing trustors as information processors, the authors propose a model in which relationship length, although having no direct effect on perceived trustworthiness, moderates the association between perceived trustworthiness and the basis on(More)
In this paper, we report the result of a research project investigating social aspects of knowledge sharing and development. Prior research in a consulting firm revealed that respondents recognized five kinds of informational benefits when consulting others: solutions, meta-knowledge, problem reformulation, validation and legitimation. We employed these(More)
Managers invariably use their personal contacts when they need to, say, meet an impossible deadline or learn the truth about a new boss. Increasingly, it's through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done. But to many senior executives, informal networks are unobservable(More)