Internal social networks in work teams: structure, knowledge sharing and performance

Purpose - From the structural perspective of social‐capital theory, this research investigates how a team's social‐network relationships affect its performance. More specifically, it concerns the type of work‐group‐internal connectedness in instrumental and expressive networks that is associated with enhanced team performance, and whether knowledge mediates these effects. Design/methodology/approach - The research was survey based, involving 76 work teams and a total of 499 employees in 48 organisations. The work teams carried out fairly knowledge‐intensive but only moderately complex tasks, some of which were routine in nature. Findings - Both dense and fragmented instrumental‐network structures affect work‐team performance. However, fragmentation in expressive networks has a negative impact. Furthermore, the mediation results give empirical support to the implicit understanding that only instrumental networks transfer knowledge, especially if they are dense. Research limitations/implications - The results indicate that social‐network relationships affect team performance and also provide access to social capital (here knowledge). However, instrumental and expressive networks differ in terms of theoretical and practical implications. Future research could overcome the limitations of this study through increasing the sample size and focusing on much more fine‐grained intervening mechanisms (here knowledge sharing). Practical implications - The recommendation to managers is to stimulate dense instrumental relationships in order to facilitate knowledge sharing and avoid overly fragmented expressive relationships. Originality/value - First, in examining the social structure of both instrumental and expressive relationships this study responds to the growing call in organisational theory for research into the social content of social networks. Second, the contribution of this research paper lies in directly testing whether team knowledge mediates the effects of advice‐network structures on team performance.