Network Structure and Knowledge Transfer: The Effects of Cohesion and Range

By Ray E. Reagans, Bill McEvily. 2003

3,663 citations recorded by the source corpus.

Subfields: Communication, Economics and Econometrics, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/fe0584f0b4d95da8bc1c04a070ed3840e63f92e4

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Citations in the corpus

Can you have your Cake and Eat it too? Structural Holes' Influence on Status Accumulation and Market Performance in Collaborative Networks (2008, background): “106/ASQ, March 2008 ture of group-level social ties (Reagans and McEvily, 2003; Reagans, Zuckerman, and McEvily, 2004).”
Harvesting Value from Brokerage: Individual Strategic Orientation, Structural Holes, and Performance (2017, background): “…performance, including job rank or number of peers (Burt, 1997; Podolny & Baron, 1997), the type of knowledge available to individuals (Mors, 2010; Reagans & McEvily, 2003; Tortoriello, 2015), past professional experiences (Fleming, Mingo, & Chen, 2007), national andorganizational culture…”
Social Media, Knowledge Sharing, and Innovation: Toward a Theory of Communication Visibility (2014, neutral): “The credit card issuing side of the company had receivables of more than $46 billion in 2011 and the deposits side of had $18 billion in consumer deposits and originated more than $5 billion in personal and student loans.”
Social network analysis: foundations and frontiers on advantage. (2013, positive): “Example studies are Uzzi business in a small number of suppliers; Reagans & McEvily (2003) on strong bridges facilitating knowledge transfer; Centola & Macy (2007) on complex ideas more likely to diffuse with strong bridges, termed “Simmelian ties”; and Sosa (2011) on creativity associated with…”
Organizational learning research: Past, present and future (2011, background): “Current research also examines mechanisms through which knowledge transfer occurs, including social networks (Hansen, 1999; Reagans and McEvily, 2003), personnel movement (Almedia and Kogut, 1999; Kane et al., 2005), routines (Argote, 1999), templates (Jensen and Szulanski, 2007) and alliances…”
Structuring for team success: The interactive effects of network structure and cultural diversity on team potency and performance (2014, positive): “…member satisfaction and commitment because they facilitate information sharing and interpersonal trust (e.g., Coleman, 1988; Granovetter, 1985; Reagans & McEvily, 2003) and this, in turn, may enhance the confidence a team has in its ability to perform (Guzzo, Yost, Campbell, & Shea, 1993; cf.…”
Different knowledge, different benefits: toward a productivity perspective on knowledge sharing in organizations (2007, background): “The first is through direct contact between individuals, when one person advises another about how to com plete a specific task (e.g., Cummings and Cross, 2003; Hansen, 1999; Reagans and McEvily, 2003; Tsai, 2001).”
Do People Mix at Mixers? Structure, Homophily, and the “Life of the Party” (2007, methodology): “We responded to the problem of nonindependence by including fixed effects for every guest at the mixer (Simpson, 2001; see Reagans and McEvily, 2003, for a recent application of this approach).”
Transfer mechanisms and knowledge transfer: The cooperative competency perspective (2014, background): “With an increasing amount of coordination, it becomes easier for experts from several organizations to interact (Reagans & McEvily, 2003).”
Openness to Experience and Team Creativity: Effects of Knowledge Sharing and Transformational Leadership (2019, background): “In addition, team members also deepen their mutual understanding and social closeness in the process of knowledge sharing, thus further facilitating integrating and creating new ideas for novel and practical solutions (PerrySmith, 2006; Reagans & McEvily, 2003).”