%0 Journal Article
	%A Mahmood Q.K. Ghaznavi and  Martin Perry and  Paul Toulson and  Keri Logan
	%D 2012
	%J International Journal of Economics and Management Engineering
	%B World Academy of Science, Engineering and Technology
	%I Open Science Index 72, 2012
	%T What Managers Think of Informal Networks and Knowledge Sharing by Means of Personal Networking?
	%U https://publications.waset.org/pdf/5077
	%V 72
	%X The importance of nurturing, accumulating, and efficiently deploying knowledge resources through formal structures and organisational mechanisms is well understood. Recent trends in knowledge management (KM) highlight that the effective creation and transfer of knowledge can also rely upon extra-organisational channels, such as, informal networks. The perception exists that the role of informal networks in knowledge creation and performance has been underestimated in the organisational context. Literature indicates that many managers fail to comprehend and successfully exploit the potential role of informal networks to create value for their organisations. This paper investigates: 1) whether managers share work-specific knowledge with informal contacts within and outside organisational boundaries; and 2) what do they think is the importance of this knowledge collaboration in their learning and work outcomes.

	%P 3408 - 3414