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THE ROLE OF SOCIAL NETWORKS AND BOUNDARY-SPANNERS 165

>> INTRODUCTION
Previous chapters have already touched on the importance of social networks in
different aspects of knowledge work. In this chapter, the role that they play takes
centre-stage as we explore the many different ways in which such networks – and
there are many different types of network – can both enhance and sometimes
hinder the management of knowledge work.
As we will discuss in this chapter, social networks play a variety of roles in
knowledge work. These roles really arise out of the close interdependence which
we noted previously between patterns of social relations and the creation and
sharing of knowledge. As this interdependence is played out in different social
and institutional contexts, we find that social networks may act variously as chan-
nels enabling the flow of knowledge amongst different groups; containers, limit-
ing such flows through the divisions between different groups; creators of new
knowledge as new ideas emerge from interactions within and across networks;
and custodians of established forms of knowledge. Understanding the role that
social networks may play in any particular context, therefore, involves appreciat-
ing the features of different types of network and how they impact the creation
and flow of knowledge.
There are many different approaches to analysing the role which social net-
works play in knowledge work. Some of these approaches focus more at the
industry and economy level and highlight the importance of underlying social
networks that connect groups and individuals within a particular geographical
area or industry sector. Because these networks connect individuals across orga-
nizations they are an important source of what are termed ‘spillovers’ by which
knowledge somehow manages to flow between organizations below the radar
of management (Owen-Smith and Powell, 2004). These spillovers help to
explain the concentration of innovative activities in certain places – for example,
Hollywood for movies, Silicon Valley for computing, London for the advertising
industry and the United Kingdom’s M4 corridor for motorsport.
Another less-developed strand in existing studies focuses on the level of the
individual. Studies here have highlighted the importance of active networking
by individuals in areas such as the development of innovations and for overcom-
ing the limitations of existing networks. Although such networking is often seen
as a purely selfish and exploitative activity, some recent work has suggested that
the most successful networkers are generous in cultivating relationships and are
quick to reciprocate the exchange of knowledge and information with others
(Cross et al., 2003). New social networking sites, such as LinkedIn, thrive on
the basis that networks can be personally rewarding, but only if those involved
contribute to, as well as take from, the network.
The focus of this chapter, however, is firmly on the organizational impact of
social networks. In this respect, we can identify two major theoretical approaches
to such networks. One approach emphasizes the role of networks as channels
for the flow of knowledge. In this approach, the benefits of the network are
the connectivity it provides between individuals and organizations. This allows

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