Through Social Capital, this paper seeks to introduce interactions as antecedents of Knowledge Management.
The paper briefly reviews the Social Capital and Knowledge Management literature. It investigates how SC impacts the KM cycle in the literature and then presents statistical evidence using a case study.
Social Capital can be considered as an appropriate infrastructure for Knowledge Management implementation.
Social Capital refers to corporate culture; hence it differs in different contexts. This might result in a slight limitation to generalizing the findings to other organization types.
Actors' position in a network, trust, norms, teamwork enhance interactions, and encourage cooperation and resource sharing. As a consequence, exchange of knowledge is facilitated and knowledge is shared, created, applied and saved.
The paper provides insights to different dimensions of Social Capital and the way it enhances the Knowledge Management cycle. It further clarifies the relationship by statistical evidence via introducing a case study.
