Social network structure and performance of improvement teams

There is a kind of knowledge, possessed by groups, that is more than the aggregation of individual knowledge. Nahapiet and Ghoshal call it intellectual capital. How does social structure, in a project team, influence collective knowing capability? In this study, several conclusions are made. First, a project team with a median centralisation of power has a good evaluation. Second, a team structure with fully connected cliques has a significant impact on group performance. It is also found that only consultative ties are related to knowledge exchange and combination, while friendship ties have nothing to do with the team's performance.