Keep or Drop? The Origin and Evolution of Knowledge Relationships in Organizations

Abstract

Network research shows that strong relationships, highly embedded relationships, and brokered relationships may have different outcomes. While pros and cons are associated with each of these network structures, how this ambiguity translates into individuals’ actions of network change is unclear. Specifically, if network positions can be both beneficial and detrimental, how do individuals decide whether to maintain those positions? We develop a tie-specific model of network modification that captures the positioning in the work-related network and the level of knowledge acquired from that network for each individual in a knowledge-intensive organization. Our analysis of tie-level data identifies the level of acquired knowledge as an important disambiguating mechanism that determines how individuals manage their strong ties, embedded ties, and brokered ties over time.