Edinburgh Napier University

  Published academic research and reported practice in the professional press indicate that social capital is a driver of knowledge management. This paper reports on progress to date on part of a project that examines the role of social capital in knowledge management work. The case explored is a large, informationintensive
organisation that aims to facilitate knowledge sharing through the use of intranet technologies. The theoretical context for the study is set with a discussion of social exchange theory. Initial findings presented here relate to (1) the nature and degree of, (2) barriers to, and (3) the role of rewards in knowledge sharing in the case study organisation. These are then related to the concepts of the knowledge market and exchanges.