The paper is based on the presumption that sustainable organisational performance cannot be achieved without continuous organisational development as well as continuous development of the employees. The paper is of the opinion that, in a company or any other organisation, creating the conditions for knowledge development is of utmost importance. These conditions should enhance innovation processes fostered by employees. The paper aims to investigate this premise.
The basic idea for the research in the paper arose from the findings that proved that organisational structures do substantially facilitate creativity processes. The main part of the paper focuses on researching team cohesion and obtaining information on interpersonal relationships as a starting‐point for new knowledge to emerge.
The main finding of the qualitative case study, conducted on 172 employees of a certain manufacturing company, are that interpersonal relationships in smaller groups of people are of better quality than those in larger groups.
As a consequence of research on the company involved in the case study, suggestions in terms of improving knowledge management were made and concrete measures were taken.
