Social Network Approach To Organizational Learning

Abstract

Organizational learning is one of the most promising concepts and propulsive areas of research in modern managerial literature. So far, it was proved that higher-level organizational learning contributes to organizational performance. Research question that remains explained inadequately is how learning occurs. Based on exploratory social network analysis conducted on a learning network within a software company, we offer eight propositions. First, the greater the experience of the employee in a certain field, the bigger the probability that co-workers will seek to learn from this person. Then, respectively, physical proximity (e.g. shared office or geographical proximity), similarity in level of expertise, and complementarities in personal characteristics augment the probability that co-workers will learn from each-other. Next, network size and age affect its density. Finally, knowledge-based organizations seem to have cohesive structure of relationships among their members. Further confirmatory research is needed in order to develop and test propositions offered.