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<p style="text-align: justify;">Previous research firmly established the relation between tie strength&nbsp;and type of knowledge shared in a project or organization. However, the&nbsp;investigation into the effect organizational structure has on both tie strength&nbsp;and knowledge sharing is understudied. This paper investigates the impact of&nbsp;organizational structure on the formation of relationships and tacit knowledge&nbsp;sharing, through understanding networks and the role of tie strength. With the&nbsp;use of a single case study, I collected data and analysed results based on&nbsp;interviews and questionnaires with actors in an advertising and communication&nbsp;firm in Beirut, Lebanon. The latter occurred by studying the organization&rsquo;s&nbsp;network across boundaries, through examining interpersonal relationships&nbsp;spanning both intra-organizational and inter-organizational networks. Findings&nbsp;proved a relation between tie strength and knowledge sharing, and further&nbsp;signified the importance knowledge transfer has on organizational effectiveness&nbsp;with emphasis on knowledge management. Additionally, contributions were made&nbsp;regarding network definitions and the importance of considering organizational&nbsp;structure in the analysis of a firm as it can impact the strength of a tie.</p>

JBSO.2019.01.02.pdf

Original Research 

JBSO.2019.01.02.xml

An Investigation of the Relationship between Organizational Structure, Tie Strength and Tacit Knowledge Sharing