In many organizations, informal networks are the primary means by which employees find information, solve complex problems, and learn how to do their work. Two forms of interpersonal trust-trust in a person's competence and in a person's benevolenceenable effective knowledge creation and sharing in these networks. Yet, though conceptually appealing, trust is an elusive concept that is often difficult for managers to influence. We conducted interviews in 20 organizations to identify ways in which interpersonal trust in a knowledge-sharing context develops. Based on this work, we summarize behaviors (e.g., discretion, consistency, collaboration) and practices (e.g., building shared vision, ensuring transparency in decision-making, holding people accountable for trust) for managers interested in promoting trust (and thereby knowledge creation and sharing) within their own organizations.

As organizations grow in size, geographical scope, and complexity, it is increasingly apparent that sponsorship and support of communities of practice-groups whose members regularly engage in sharing and learning, based on common interests-can improve organizational performance. Although many authors assert that communities of practice create organizational value, there has been relatively little systematic study of the linkage between community outcomes and the underlying social mechanisms that are at work. To build an understanding of how communities of practice create organizational value, we suggest thinking of a community as an engine for the development of social capital. We argue that the social capital resident in communities of practice leads to behavioral changes, which in turn positively influence business performance. We identify four specific performance outcomes associated with the communities of practice we studied and link these outcomes to the basic dimensions of social capital. These dimensions include connections among practitioners who may or may not be colocated, relationships that build a sense of trust and mutual obligation, and a common languageand context that can be shared by community members. Our conclusions are based on a study of seven organizations where communities of practice are acknowledged to be creating value.

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Organizations (IKO) studied the role of trust in knowledge sharing. Factors such as the strength of the relationship between the knowledge seeker and the knowledge source, the difference between competence-based and benevolence-based trust and the type of knowledge being exchanged were explored. Data from a two-part survey of 138 people in three companies were analyzed to discern how trust affects knowledge sharing and how individuals evaluate the trustworthiness of others when seeking knowledge. By applying this new insight, managers can take explicit actions to help build trust-and, in turn, encourage knowledge sharing. Trust is critical IBM Institute for Knowledge-Based Organizations.

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