Although organisations recognise the strategic importance of managing knowledge, employees often struggle to form healthy knowledge networks finding it difficult to access and use known knowledge. This in turn can limit opportunities to explore unknown knowledge, an important ingredient of problem identification, efficient project execution and learning.
This project aims to investigate knowledge sharing and exchange mechanisms within and between business units to explore knowledge dynamics of organisational networks. Mapping of knowledge networks will be performed using Social Network Analysis (SNA) and extensive elaboration on the challenges faced by organisations in implementing such methods is expected to be undertaken. In addition, part of the project will be to map interactions and incorporate concepts that are presently underdeveloped in the literature such as ignorance and/or the illusion of knowledge. A case study can be used to help answer the research questions and test some of the assumptions and validity of the model to be generated.
This study contributes to current theoretical debates in the areas of knowledge management (KM), organisational learning and performance. It has also been designed to help practitioners operationalise KM by making best use of organisational knowledge networks.
The successful applicant is expected to have good knowledge of network theory and will have had experience in using Ucinet/NetDraw or other similar SNA tool.
Cross, R. L., Parker, A., Prusak, L., Borgatti, S.P., 2001. Knowing what we know: Supporting knowledge creation and sharing in social networks. Organizational Dynamics, 30(2), 100–120.
Gold, A.H., Malhotra, A. and Segars, A.H., 2001. Knowledge management: An organizational capabilities perspective. Journal of Management Information Systems, 18(1), pp.185-214.
Gupta, A. K., Govindarajan, V., 2000. Knowledge flows within multinational corporations. Strategic Management Journal, 21, 473–496.
Hansen, M.T., Mors, M.L., Lovås, B., 2005. Knowledge sharing in organizations: Multiple networks, multiple phases. Academy of Management Journal, 48, 776–793.
Israilidis, J., Siachou, E., Cooke, L., Lock, R., 2015. Individual variables with an impact on knowledge sharing: the critical role of employees’ ignorance. Journal of Knowledge Management, 19(6), pp.1109-1123.
Tsai, W., 2001. Knowledge transfer in interorganisational networks: Effects of network position and absorptive capacity on business unit innovation and performance. Academy of Management Journal, 44(5), pp.996-1004
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