UCL School of Management Professor Martin Kilduff, Associate Professor Sunny Lee, and PhD student Kun Wang investigate how individuals with overlapping contacts engage. Published in the Academy of Management Journal, their paper examines whether they form friendships or rivalries based on shared contacts and the potential threat of replacement.

Within large organisations, people often share professional contacts, deriving valuable advice, knowledge, and insights from these connections. However, amidst this exchange lies a crucial question: How do individuals with overlapping contacts interact with each other? Do they form friendships based on their shared contacts, or do they develop rivalries due to the threat of potential replacement?

This intriguing question forms the crux of a recent study conducted by Professor Martin Kilduff, Associate Professor Sunny Lee, and PhD student Kun Wang from UCL School of Management. Published in the Academy of Management Journal, their research sheds light on the complexities of interpersonal relationships within shared knowledge networks.

Titled “Hiding and Seeking Knowledge-Providing Ties from Rivals,” the study delves into how employees with overlapping knowledge contacts navigate their interactions. Utilising one of the largest social network field data and experiments, the findings suggest that employees with shared knowledge contacts frequently experience a sense of rivalry. This perception of competition, rather than fostering collaboration, prompts them to withhold valuable information from one another. Particularly concerning are the primary contacts within their professional sphere, which are guarded closely.

The implications of these findings are profound, especially in organisational settings where collaboration and knowledge sharing are essential for innovation and growth. Understanding the underlying dynamics of shared knowledge networks can inform strategies to mitigate rivalry and promote a more conducive environment for collaboration.

By shedding light on the intricacies of interpersonal dynamics within shared knowledge networks, their research offers valuable insights for both academia and industry. Their work not only advances our understanding of human behaviour within organizations but also paves the way for fostering healthier and more productive professional relationships.

Explore the full paper titled “Hiding and Seeking Knowledge-Providing Ties from Rivals” in the Academy of Management Journal.