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Reciprocity of Knowledge Flows in Internal Network Forms of Organizing

Author

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  • van Wijk, R.A.J.L.
  • van den Bosch, F.A.J.
  • Volberda, H.W.
  • Heinhuis, S.M.

Abstract

Fundamental changes in the competitive landscape triggered many firms to leverage and build competencies by focusing on transition processes towards internal network forms of organizing. These forms ameliorate exploration through knowledge creation and transfer. Internal networks are characterized by horizontal knowledge flows that supplement and supplant the vertical knowledge flows that characterize other organization forms like the functional and multi-divisional forms. As these horizontal knowledge flows facilitate knowledge integration, internal networks have an advantage over other organization forms in leveraging and building competencies. One characteristic that makes these horizontal knowledge flows work is the reciprocity ensuing them. Reciprocity relates to the interdependence and coordination modes that characterize internal networks. As reciprocity is influenced by managerial coordination, by the intention to deploy knowledge, and by goal attainment, creating and maintaining reciprocity of knowledge flows can be considered as a managerial competence. In this paper, the attributes of organization form that impact the reciprocity in a firm are explored from structural, managerial and knowledge perspectives. Hypotheses are developed which suggest that specialization and the use of formal meetings restrict reciprocity, whereas job rotation, the number of employees with a coordination function, and teams have a positive effect on the level of reciprocity. These hypotheses are tested by means of a questionnaire administered in a business unit of a multinational financial services firm. Reciprocity of knowledge flows was found to be dependent on the characteristics mentioned above in a predicted way. Since none of the hypotheses needed to be rejected, the evidence suggests that reciprocity is a fundamental feature of internal networks and the horizontal knowledge flows that characterize them. This suggests reciprocity to be an important managerial competence.

Suggested Citation

  • van Wijk, R.A.J.L. & van den Bosch, F.A.J. & Volberda, H.W. & Heinhuis, S.M., 2005. "Reciprocity of Knowledge Flows in Internal Network Forms of Organizing," ERIM Report Series Research in Management ERS-2005-024-STR, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
    • Handle: RePEc:ems:eureri:6552
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    References listed on IDEAS

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    1. Ikujiro Nonaka, 1994. "A Dynamic Theory of Organizational Knowledge Creation," Organization Science, INFORMS, vol. 5(1), pages 14-37, February.
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    Cited by:

    1. Gaižauskienė Laura & Tunčikienė Živilė, 2018. "Organizational Level Factors of Knowledge Worker-Workplace Fit: Identifying the Key Drivers," Open Economics, De Gruyter, vol. 1(1), pages 167-178, December.
    2. Jansen, J.J.P. & van den Bosch, F.A.J. & Volberda, H.W., 2005. "Managing Potential and Realized Absorptive Capacity: How do Organizational Antecedents matter?," ERIM Report Series Research in Management ERS-2005-025-STR, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.

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    More about this item

    Keywords

    competence leveraging and building; internal networks; knowledge integration; organizational attributes; reciprocity of knowledge flows;
    All these keywords.

    JEL classification:

    • D21 - Microeconomics - - Production and Organizations - - - Firm Behavior: Theory
    • L15 - Industrial Organization - - Market Structure, Firm Strategy, and Market Performance - - - Information and Product Quality
    • L20 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - General
    • M - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics

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