The Strength of Weak Ties You Can Trust:
The Mediating Role of Trust in Effective Knowledge Transfer

 

Daniel Z. Levin
Management and Global Business Department
Rutgers Business School Newark and New Brunswick
Rutgers University
111 Washington Street
Newark, NJ 07102
(973) 353-5983
Fax (973) 353-1664
levin@business.rutgers.edu

 

Rob Cross
McIntire School of Commerce
University of Virginia
P.O. Box 400173
Monroe Hall
Charlottesville, VA 22904
(434) 924-6475
Fax: (434) 924-7040
robcross@virginia.edu

 

 

Management Science, Vol. 50, No. 11, November 2004, pp. 1477-1490

 

This paper was chosen by the Editor-in-Chief to be the Featured Article on the Management Science homepage for the Nov. 2004 issue. An earlier version of this paper won the 2002 Lawrence Erlbaum Best Paper Award at the Academy of Management and appeared in the 2002 Best Papers Proceedings of the Academy of Management.

 


Abstract

Research has demonstrated that relationships are critical to knowledge creation and transfer, yet findings have been mixed regarding the importance of relational and structural characteristics of social capital for the receipt of tacit and explicit knowledge. We propose and test a model of two-party (dyadic) knowledge exchange, with strong support in each of the three companies surveyed. First, the link between strong ties and receipt of useful knowledge (as reported by the knowledge seeker) was mediated by competence- and benevolence-based trust. Second, once we controlled for these two trustworthiness dimensions, the structural benefit of weak ties emerged. This finding is consistent with prior research suggesting that weak ties provide access to non-redundant information. Third, competence-based trust was especially important for the receipt of tacit knowledge. We discuss implications for theory and practice.

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