Formal versus informal knowledge networks in R&D: a case study using social network analysis

Abstract

The existence of informal social networks within organizations has long been recognized as important and the unique working relationships among scientific and technical personnel have been well documented by both academics and practitioners. The growing interest in knowledge management practices has led to increased attention being paid to social network analysis as a tool for mapping the nature and membership of informal networks. However, despite the knowledge‐intensive nature of research and development (R&D) activities, social network analyses of the R&D function remain relatively rare. This paper discusses the role of informal networks in the development, exchange and dissemination of knowledge within the R&D function. A case study using social network analysis is used to compare and contrast formal and informal knowledge networks within ICI. Marked differences between the informal organization and ICI's formal structures for knowledge exchange are revealed and a series of insights into the working habits of technical staff are presented. The implications for managers are clear: through a better understanding of the informal organization of R&D staff, they can more successfully capture and exploit new ideas; more efficiently disseminate information throughout the function; and more effectively understand the working habits and activities of employees.

R&D CONSORTIA AS BOUNDARY ORGANISATIONS: MISALIGNMENT AND ASYMMETRY OF BOUNDARY MANAGEMENT

“…The same applies to the deliberate boundary crossing arrangements, which were largely limited to face-to-face meetings, teleconferences and electronic communication systems, with no specific plans to create knowledge brokering roles or facilitate joint practices bringing together representation from different organisations and teams. Although R&D collaborations are seen in the literature as boundary organisations, with effective boundary crossing being an important prerequisite of successful innovation (Allen et al, 2007), our findings suggest that deliberate strategies of boundary management in R&D consortia may remain somewhat underdeveloped.…”

Global Interdependence of Collaborative R&D-Typology and Association of International Co-Patenting

“…It can be observed in literature that social network Analysis has been applied to investigate innovators' network, formal and informal knowledge network [56], international R&D organizations [62], knowledge and collaboration network [43,63]. To understand the structure of international R&D, the international collaboration network can be constructed and its network properties can be calculated not only to identify how each country collaborates with other, but also to help evaluate the feature of global landscape.…”

“…The interactions allow all these firms to establish an interaction network which can be analyzed by social network analysis. Social network theory can be adopted on understanding what the relations are among all these firms [55,56].…”

The Impact of Company Relationship and Institution Technology on R&D Activity and Innovation

“…Furthermore, it contributes to each company increasing its R&D activities, creating its own innovations, and decreasing its dependence on ideas and technologies developed by others (Rammer & Schmiele, 2007). The literature on TKT refers to formal and informal exchanges (Allen et al, 2007) that take place among the personnel of the companies and institutions that are part of the network. That aspect constitutes relational capital (Capello, 2002;Capello & Faggian, 2005).…”