Julia Brennecke, James A. Coutinho, Michael Gilding, Dean Lusher, Graham Schaffer

• This study takes a network approach to investigate coordination among knowledge workers as grounded in both formal and informal organization. We first derive hypotheses regarding patterns of knowledge-sharing relationships by which workers pass on and exchange tacit and codified knowledge within and across organizational hierarchies to address the challenges that underpin contemporary knowledge work. We use survey data and apply exponential random graph models to test our hypotheses. We then extend the quantitative network analysis with insights from qualitative interviews and demonstrate that the identified knowledge-sharing patterns are the micro-foundational traces of collective coordination resulting from two underlying coordination mechanisms which we label ‘invisible iterations’ and ‘bringing in the big guns’. These mechanisms and, by extension, the associated knowledge-sharing patterns enable knowledge workers to perform in a setting that is characterized by complexity, uncertainty and ambiguity. Our research contributes toThis study takes a network approach to investigate coordination among knowledge workers as grounded in both formal and informal organization. We first derive hypotheses regarding patterns of knowledge-sharing relationships by which workers pass on and exchange tacit and codified knowledge within and across organizational hierarchies to address the challenges that underpin contemporary knowledge work. We use survey data and apply exponential random graph models to test our hypotheses. We then extend the quantitative network analysis with insights from qualitative interviews and demonstrate that the identified knowledge-sharing patterns are the micro-foundational traces of collective coordination resulting from two underlying coordination mechanisms which we label ‘invisible iterations’ and ‘bringing in the big guns’. These mechanisms and, by extension, the associated knowledge-sharing patterns enable knowledge workers to perform in a setting that is characterized by complexity, uncertainty and ambiguity. Our research contributes to theory on the interplay between formal and informal organization for coordination by showing how self-directed, informal action is supported by the formal organizational hierarchy. In doing so, it also extends understanding of the role that hierarchy plays for knowledge-intensive work. Finally, it establishes the collective need to coordinate work as a previously overlooked driver of knowledge network relationships and network patterns. © 2024 The Authors. Journal of Management Studies published by Society for the Advancement of Management Studies and John Wiley & Sons Ltd.…