The implications of different models of social relations for understanding knowledge sharing

It is generally agreed upon that knowledge sharing is a crucial process within organizational settings, whether these are, for example, project teams, formal work groups or communities of practice. One might even argue that sharing knowledge is the raison d’être of such organizational settings. After all, due to the division of labour and accompanying fragmentation, specialization and distribution of knowledge, it becomes essential to integrate and thus share the diversity of complementary knowledge in order to produce complex products and services (Grant, 1996).

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